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1 | Page Dr. K. N. Modi University, Newai – Rajasthan (3 rd Semester – B.Tech) VOLUME - II Campus: Plot No. INS-1, RIICO Industrial Area Ph-II, Newai, Distt. Tonk, Rajasthan – 304021 (India) E-mail : [email protected] Website : www.dknmu.org Contact No. 08875010002/08 NAME :_____________________________________ BRANCH : ____________________________________ ROLL NO : ____________________________________ QUESTION BANK
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Dr. K. N. Modi University,

Newai – Rajasthan

(3rd Semester – B.Tech)

VOLUME - II

Campus: Plot No. INS-1, RIICO Industrial Area Ph-II, Newai, Distt. Tonk, Rajasthan – 304021 (India) E-mail : [email protected] Website : www.dknmu.org

Contact No. 08875010002/08

NAME :_____________________________________

BRANCH : ____________________________________

ROLL NO : ____________________________________

QUESTION BANK

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CONTENTS

S. No. Particulars Page No.

1. SYLLABUS :

2. OBJECT ORIENTED PROGRAMMING & C++ 4

3. TOTAL QUALITY MANAGEMENT 5

4. HUMAN RESOURCE MANAGEMENT 6

5. QUESTION BANK 7

6. OBJECT ORIENTED PROGRAMMING & C++ 8-28

7. TOTAL QUALITY MANAGEMENT 29-69

8. HUMAN RESOURCE MANAGEMENT 70-95

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Dr. K. N. Modi University, Newai – Rajasthan

SYLLABUS

For 3rd Semester

B.Tech Programme

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OBJECT ORIENTED PROGRAMMING & C++

Subject Code: 02BT305 Course Objective: Object-oriented programming (OOP) is a Programming Paradigm that uses objects data structures consisting of data fields and methods together with their interactions to design applications and computer programs. Unit – 1 Introduction to OOP: Procedural Programming, Object oriented Programming Paradigm, Basic concept of object oriented programming: Object, class, data abstraction and encapsulation, Inheritance, Polymorphism, dynamic binding, message passing, application of OOP. Unit - 2 Tour of C++: Application of C++, A simple C++ program, structure of C++ program. Basic Facilities: Data Types, new operators and keywords, Type conversions in C++, Classes and Objects, Defining data members and member functions, Static class members, Array of objects, Constructors and Destructors Unit - 3 Inheritance: Introduction, Base class and derived class, Types of Inheritance: single, multilevel, multiple, hierarchical, hybrid, Virtual base class, Abstract class, this pointer, Virtual functions and pure virtual functions. Unit - 4 Polymorphism: Run time, Compile time, Early binding, Late binding, Functions: Call by reference, Function overloading, Inline Functions, Friend Functions. Unit - 5 Operator Overloading: Overloading unary and binary operators, overloading using friend functions. Exception handling: Error Handling, Exception Specification (i.e. Usage of Try, Catch, Throw). Examination Scheme:

Component Assignment Mid Term Examination

University Examination

Total

Weightage 25 15 60 100

Reference Books: 1. James Rumbaugh, “Object Oriented Modeling and Design”, PHI 2. Herbert Schieldt, “The Complete Reference: Java”, TMH. 3. E. Balaguruswamy, “Programming in JAVA”, TMH. 4. Thinking in C++ - Bruce Eckel. 5. Rajesh K. Shukla “Object Oriented Programming in C++”.

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Total Quality Management

Subject Code: 02BT306

Course Objective: To make students familiar with Quality and Quality Control, Inspection and Quality Characteristics Demig’s Philosophy, Characteristics of Quality Leaders, Benchmarking and competitive analysis Quality by design, and Control Charts for attributes ,p chart , n p chart, c chart or U chart, Introduction to design experiments, Terminology used in design experiments, some important design , quality control.

Unit1: Quality and Quality Control, Inspection , Quality Characteristics, Probability Distributions, Binomial Distribution, Poisson Distribution , Normal approximation to binomial, Evolution of Quality, TQM concepts.

Unit2: Demig’s Philosophy , Gurus of TQM, 5 Principles of TQM , History of Quality control in India, TQM organization, Leadership, Characteristics of Quality Leaders, Role of TQM Leadership

Unit3: Continuation Process Improvement, the PDSA cycle, 6 sigma Quality, Tools and Techniques of TQM, Benchmarking and competitive analysis, Quality by design, statistical process control, TQC tools, process capability.

Unit4: Control Charts for attributes ,p chart , n p chart, c chart or U chart, acceptance sampling, types of sampling plans, operating characteristics curve, double Sampling plan, reliability, redundancy,

Unit5: Experimental design, Introduction to design experiments, Terminology used in design experiments, some important design , quality control, statistical quality control tables, Binomial Distribution, Poisson Distribution , Normal Curve , T distribution, Chi- Square Distribution. Reference Books 1. DaleH.Besterfield et al, Total Quality Management, Third edition, Pearson Education (First Indian Reprints 2004). 2. ShridharaBhat K, Total Quality Management – Text and Cases, First Edition 2002, Himalaya Publishing House. 3. William J.Kolarii, Creating Quality, Mcgraw Hill, 1995. 4. Poornima M.Charantimath.Total Quality Management, Pearson Education, First Indian Reprint 2003

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Human Resource Management

Subject Code: 02BT307

Objectives: The objective of the course is to familiarize students with the different aspects of managing Human Resources in the organization through the phases of acquisition, development and retention.

Course Contents

Unit I:

Introduction: Concept, Nature, Scope, Objectives and Importance of HRM; Evolution of HRM; Challenges of HRM; Personnel Management vs. HRM.

Unit II:

Acquisition of Human Resources: HR Planning: Meaning, Objectives, Significance & process; Job Analysis – Job Description and Job Specification; Difference between Recruitment and Selection

Unit III:

Training and Development: Concept and Importance of Training; Types of Training; Design of Training Programs; Evaluation of Training Effectiveness. Job Changes – Transfers, Promotions/Demotions, separations & Lay Off.

Unit IV:

Job Evaluation – Concept, Process and Significance; Components of Employee Remuneration – Base and Supplementary; Performance and Potential Appraisal – Concept and Objectives; Traditional and Modern Methods, Limitations of Performance Appraisal Methods, 360 Degree Appraisal Technique; Overview of Employee Welfare, Health and Safety, Social Security.

Unit V:

HRM Strategies for the New Millennium: Role of HRM in strategic management; human capital; emotional quotient; mentoring. Socialization & Paternalistic approach.

Text Books

1. Aswathappa, K., (2010), Human Resource Management, McGraw Hill Education. 2. DeCenzo, D. A. and Robbins, S.P. (2007), Fundamentals of Human Resource Management,

9th edition, John Wiley. 3. Durai, Praveen, (2010), Human Resource Management, Pearson Education. 4. Monappa, A. and Saiyadain, M: Personnel Management, McGraw-Hill Education.

5. Dessler, Gary : Human Resource Management, Pearson Education.

6. Jyothi, P. and Venkatesh, D.N, (2006), Human Resource Management, Oxford Higher

Education.

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QUESTION BANK FOR

OBJECT ORIENTED

PROGRAMMING & C++

(02BT305)

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OBJECT ORIENTED PROGRAMMING USING C++

UNIT – I

SECTION: A

1) C++ was originally developed by:

a) Nicolas Wirth

b) Donald Knuth

c) Bjarne Stroustrup

d) Ken Thompson

2) The standard C++ comment :

a) /

b) //

c) /* and */

d) None of these

3) The preprocessor directive #include is required if

a) Console output is used

b) Console input is used

c) Both a and b

d) None of these

4) When a language has the capability to produce new data type, it is called:

a) Extensible

b) Overloaded

c) Encapsulated

d) Reprehensible

5) State the object oriented languages:

a) C++

b) Java

c) Eiffel

d) All the above

6) The value of EOF is :

a) 1

b) 0

c) Infinity

d) -1

7) What is the notation used to place block of statements in a looping structure in C++?

a) % %

b) ( )

c) { }

d) None of the Above

8) Which of the following language given below uses the concepts of OOPs?

a) C++

b) Java

c) C#

d) All the above

9) What is used to convert C++ source code in to object modules?

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a) Compiler

b) Linker

c) Both a and b

d) None of the Above

10) The first fully Object-oriented language is :

a) Java

b) C++

c) Simula

d) None of the above

11) Which of the following remains static in a C++ program?

a) Class

b) Object

c) Both a and b

d) Noen of the above.

12) Objects have :

a) Behavior

b) State

c) Both A and B

d) None of the Above

13) An instance of a user-defined type is called :

a) Class

b) Object

c) Method

d) None of these

14) The isolation of data from direct access by a C++ program is called as :

a) Data Hiding

b) Data Isolation

c) Data Encapsulation

d) None of the Above

15) Which of the following denotes feature of OOPS? :

a) Inheritance

b) Encapsulation

c) Polymorphism

d) All the Above

Answers:

1) ( c ) Bijarne Stroustrup

2) ( b) //

3) ( c ) Both a and b

4) ( a) Extensible

5) ( d) All the above

6) ( d) -1

7) (c ) { }

8) ( d) All the above

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9) ( a) Compiler

10) ( c) Simula

11) ( a ) Class

12) ( c) Both a and b

13) ( b) Object

14) ( a ) Data hiding

15) (d ) All of the above

SECTION: B

1) What is procedure oriented language?

Conventional programming, using high level language such as COBOL, FORTRAN and C

are commonly known as procedure oriented language (POP). In POP numbers of functions

are written to accomplish the tasks such as reading, calculating and printing.

2) Give some characteristics of procedure oriented language?

Emphasis on doing thing (algorithms).

Larger programs are divided into smaller programs known as functions.

Most of the functions share global data.

Data move openly around the system from function to functions.

Employs top down approach in program design.

3) What are the features of object oriented programming language?

Emphasis is on data rather than on procedure.

Programs are divided in to objects.

Data is hidden and cannot accessed by external functions

Follows bottom up approach in program design.

4) What are the basic concepts of OOPS?

Objects

Classes

Data abstraction and Encapsulation

Inheritance

Polymorphism

Dynamic binding

Message passing

5) What is data abstraction?

The insulation of data from direct access by the program is called the data hiding or

information hiding. The data is not accessible to the outside world and only those functions,

which are wrapped in the class, can access it.

6) Write the process of programming in an object oriented language?

Create classes that define objects and their behaviour.

Creating objects from class definition.

Establishing communication among objects.

7) What are the advantages of OOPS?

The principle of data hiding helps the programmer to build secure programs that cannot be

invaded by code in other parts of the program.

It is possible to have multiples instances of an object to co-exist without any interference.

Object oriented programming can be easily upgraded from small to large systems.

Software complexity can be easily managed.

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8) What are the features required for object based programming language?

Data encapsulation

Data hiding and access mechanisms.

Automatic initialization and clear up of objects

Operator overloading.

9) What are the features required for object oriented programming language?

Data encapsulation

Data hiding and access mechanisms.

Automatic initialization and clear up of objects

Operator overloading

Inheritance

Dynamic binding.

10) What are the application areas of OOPS?

Real time systems

Simulation and modeling

Object oriented systems

AI and expert systems

11) What are objects?

Objects are basic run time entities in object oriented system. They may represent a person, a

place, a bank account, a table of data or any item that the program has to handle. Each object

has the data and code to manipulate the data and these objects interact with each other.

12) What is a class?

The entire set of data and code of an object can be made a user defined data type with the

help of a class. Once a class has been defined, we can create any number of objects belonging

to the class. Classes are user defined data types and behave like built in types of the

programming language.

13) What is encapsulation?

Wrapping up of data and function within the structure is called as encapsulation.

14) What are the features of C++?

Since C++ allows us to create hierarchy related objects, we can build special object oriented

libraries, which can be used later by any programmer.

C++ is easily maintainable and expandable.

C part of C++ gives language the ability to get close to the machine level details.

It is expected that C++ will replace C as general purpose language in the near future.

15) What are the rules of naming the identifiers in C++?

Only alphabetic characters, digits and underscore are permitted.

The name cannot start with a digit.

The upper case and lower case letter are distinct.

A declared keyword cannot be used as identifier.

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UNIT – II

SECTION: A

1) The operator << is called:

a) Insertion operator

b) Put to operator

c) Either a or b

d) None of these.

2) The operator >> is called:

a) Extraction operator

b) Get form operator

c) Either a or b

d) None of these

3) A constructor is called whenever:

a) A object is declared

b) A object is used

c) A class is declared

d) A class is used

4) A class having no name:

a) Is not allowed

b) Can‘t have a constructor

c) Can‘t have a destructor.

d) Can't be passed as an argument

5) The differences between constructors and destructor are:

a) Constructors can take arguments but destructor can't

b) Constructors can be overloaded but destructors can't be overloaded

c) Both a and b

d) None of these

6) A destructor takes:

a) One argument

b) Two argument

c) Three arguments

d) Zero arguments

7) Constructors are used to:

a) Initialize the objects

b) Construct the data members

c) Both a & b

d) None of these

8) In C++ a function contained within a class is called:

a) A member function

b) An operator

c) A class function

d) A method

9) Variables that are declared, but not initialized, contain:

a) Blank spaces

b) Zero

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c) Garbage value

d) None of these

10) In C++ 14 % 4=

a) 1

b) 2

c) 3

d) 4

11) The name of a variable is known as its:

a) Identifiers

b) Constant

c) Data type

d) Base

12) A variable is given a value through:

a) Osmosis

b) The cout statement

c) The <iomanip.h> header file

d) An assignment statement

13) Reference to its own class can be accepted by :

a) Constructor

b) Copy constructor

c) Both a and b

d) None of the above

14) The member functions of a class can be defined outside the class using

a) Extraction Operator

b) Insertion Operator

c) Scope resolution operator

d) None of the Above

15) The block of memory allocated by the new is released by using :

a) Delete

b) Realloc

c) Both a and b

d) None of the Above

Answers:

1) (c) Either a and b

2) (c) Either a and b

3) (a) A object is declared

4) (c) Can‘t have a destructor.

5) (c ) Both a and b

6) (d) Zero arguments

7) (a) Initialize the objects

8) ( a) A member function

9) ( c) Garbage value

10) (b) 2

11) (a) Identifiers

12) ( d) An assignment statement

13) ( c) Scope resolution operator

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14) ( a) Pointer

15) ( a) delete

SECTION: B

1) What are the data members and member functions?

Classes use the concept of abstraction and are defined as a list of abstract attributes such as

size, weight and cost and uses functions to operate on these attributes.

The attributes are sometimes called as data members because they hold information. The

functions that operate on these data are called as methods or member functions.

EX: int a, b; // a, b are data members.

Void getdata (); // member functions.

2) What are the tokens?

The smallest individual units in a program are known as tokens. C++ has the following

tokens:

Keywords

Identifiers

Constants

Strings

Operators

3) What are the keywords?

The keywords are the explicitly reserved identifiers and cannot be used as names for the

program variable or other user defined program elements.

Ex: if, switch, union etc.

4) What are the operators available in C++?

All operators in C are also used in C++. In addition to insertion operator << and extraction

operator >>the other new operators in C++ are:

: Scope resolution operator

: : * Pointer to member declarator

->* Pointer to member operator

.* Pointer to member operator

Delete memory release operator

Endl Linefeed operator

New Memory allocation operator

Setw Field width operator

5) What is scope resolution operator?

Scope resolution operator is used to uncover the hidden variables. It also allows access to

global version of variables. Scope resolution operator is used to define the function outside

the class.

Syntax:

Return type<class name> :: <function name>

Eg: Void X : : getdata()

6) What are the free store operators or memory management operator?

New and delete operators are called as free store operators since they allocate the memory

dynamically. New operator can be used to create objects of any data type. Delete operator is

used to release the memory space for reuse.

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7) What are manipulators?

Setw , endl are known as manipulators.

Manipulators are operators that are used to format the display. The endl manipulator when

used in an output statement causes a line feed to be inserted and its effect is similar to that of

the newline character ―\n‖.

8) Define constructor?

A constructor is a special member function whose task is to initialize the objects of its class.

It is special because its name is same as class name. The constructor is invoked whenever an

object of its associated class is created. It is called constructor because it constructs the values

of data members of the class.

Eg:

Class Integer

{

---------

Public:

Integer(); // constructor

--------

}

9) Define default constructor.

The constructor with no argument is called default constructor.

Eg:

Class Integer

{

Int m ,n;

Public:

Integer(); // constructor

--------

}

Integer: : Integer () // default constructor

{

m=0; n=0;

}

10) Define parameterized constructor?

Constructor with arguments is called parameterized constructor.

Class Integer

{

Int m ,n;

Public:

Integer (int x, int y) // parameterized constructor

{

m=x ; n=y;

}

11) Define copy constructor.

A copy constructor is used to declare and initialized an object from another object. It takes a

reference to an object of the same class as an argument.

Eg: integer i2(i1);

12) Define dynamic constructor.

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Allocation of memory to objects at time of their construction is known as dynamic

constructor. The memory is allocated with the help of NEW operator.

13) Define destructor.

It is used to destroy the object that has been created by constructor. Destructor name is also

same name as class name preceded by tilde symbol (~);

14) Write some special characteristics of constructor.

They should be declared in public section.

They are invoked automatically when the objects are created.

They do not any return type.

They cannot be inherited.

They can have arguments.

15) Define multiple constructors (constructor overloading).

That class that has different types of constructor is called multiple constructors.

Eg:

Class Integer

{

Int m ,n;

Public:

Integer () // default constructor

{

m=0; n=0;

}

Integer (int x, int y) // parameterized constructor

{

m=x; n=y;

}

Integer (&i) // copy constructor

{

m=i.m;

n=i.n;

}

Void main()

{

Integer i1, // invokes default constructor

Integer i2 (4, 5), // invokes parameterized constructor

Integer i3 (i2), // invokes copy constructor

}

UNIT – III

SECTION: A

1) Inheritance in C++ have default access specifier as :

a) Private

b) Public

c) Protected

d) None of the Above

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2) Which of the following denote advantages of inheritance?

a) Saves program development time

b) Code reusability

c) Both A and B

d) All the Above

3) Which of the following includes the concept of derived classes in C++?

a) Encapsulation

b) Polymorphism

c) Inheritance

d) None of the Above

4) Pure virtual function in C++ is one in which the virtual function :

a) has no body

b) has at least one member

c) which cannot be inherited

d) None of the Above

5) The data members and member functions that are only available to derived classes are :

a) Private

b) Public

c) Protected

d) None of the above

6) Virtual functions are defined in :

a) Derived class

b) Base class

c) Both a and b

d) None of the above

7) The vtable entry for a pure virtual function in C++ is:

a) Zero

b) NULL

c) One

d) No entry in vtable

8) The fields in a class of a C++ program are by default:

a) Private

b) Public

c) Protected

d) None of these

9) The private member in derived class:

a) Cannot be inherited

b) Can be inherited at all instances

c) Can be inherited only if the derived class is inheriting from base class with private

access level

d) None of the Above

10) The process by which object of one class acquires the properties of object of another class is :

a) Encapsulation

b) Data hiding

c) Inheritance

d) polymorphism

11) The derived class is also known as :

a) Superclass

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b) Subclass

c) Parentclass

d) None of the above

12) Polymorphism is extensively used in implementing :

a) Inheritance

b) Encapsulation

c) Data hiding

d) None of the above

13) Which of the following statements are TRUE?

a) Reference variables must be initialized in C++

b) Array of reference is possible

c) Both A) and B)

d) None of the Above

14) Inheritance is also known as :

a) ―Has a‖ relationship

b) ―Is a‖ relationship

c) Both a and b

d) None of the above

15) A class which is not used to make objects is:

a) Base class

b) Derived class

c) Abstract class

d) Parent Class

Answers:

1) ( a) Private

2) ( c ) Both a and b

3) ( c) Inheritance

4) ( a) Has no body

5) ( c) Protected

6) ( a) Derived class

7) ( b) NULL

8) (a ) Private

9) ( c) Can be inherited only if the derived class is inheriting from base class with private access

level

10) ( c) Inheritance

11) (b ) Subclass

12) ( a) Inheritance

13) (a) Reference variables must be initialized in C++

14) ( b) ―Is a‖ relationship

15) ( c) Abstract Class

SECTION: B

1) What is base class?

Classes may be used to create other classes. A class that is used to create (or derive) another

class is called the base class. The parent class of a derived class is called base class.

2) What is a derive class?

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A class that was created based on a previously existing class (i.e., base class). A derived class

inherits all of the member variables and methods of the base class from which it is derived.

3) What is meant by inheritance?

Inheritance is the process by which objects of one class acquire the properties of another

class. It supports the concept of hierarchical classification. It provides the idea of reusability.

We can add additional features to an existing class without modifying it by deriving a new

class from it.

4) What is meant by single inheritance?

If a single class is derived from a single base class is called single inheritance.

Eg:

Base class

Derived class

Here class A is the base class from which the class D is derived. Class D is the public

derivation of class B hence it inherits all the public members of B. But D cannot access

private members of B.

5) What is multiple inheritance?

If a class is derived from more than one base class, it is called multiple inheritance.

Eg: Base classes

Derived class

Here class C is derived from two base classes A & B.

6) What is multilevel inheritance?

If a class is derived from a class, which in turn is derived from another class, is called

multilevel inheritance. This process can be extended to any number of levels.

Eg:

Base class: Grand father

Intermediate: Base class Father

Derived class: Child

7) What is hybrid inheritance?

It is the combination of one or more types of inheritance.

Multilevel inheritance

Multiple inheritance

The class result will have both the multilevel and multiple inheritances.

8) What is hierarchical inheritance?

If a number of classes are derived from a single base class then it is called hierarchical

inheritance.

Eg : Hierarchical classification of students in University

9) What is meant by Abstract base class?

A class that serves only as a base class from which derived classes is derived. No objects of

an abstract base class are created. A base class that contains pure virtual function is an

abstract base class.

10) Write short notes on virtual base class.

A base class that is qualified as virtual in the inheritance definition. In case of multiple

inheritance, if the base class is not virtual the derived class will inherit more than one copy of

members of the base class. For a virtual base class only one copy of members will be

inherited regardless of number of inheritance paths between base class and derived class.

Eg: Processing of students‘ results. Assume that class sports derive the roll number from

class student. Class test is derived from class Student. Class result is derived from class Test

and sports. As a virtual base class as a virtual base class

11) What is the use of This keyword?

This is always a reference to the object on which the method was invoked. this can be used

inside any method to refer to the current object.

12) What are pure virtual functions? Write the syntax.

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A pure virtual function is a function declared in a base class that has no definition relative to

the base class. In such cases, the compeller requires each derived class to either define the

function or re declare it as a pure virtual function. A class containing pure virtual function

cannot be used to declare any object of its own. It is also known as ―do nothing‖ function.

The ―do-nothing ― function is defined as follows:

Virtual void display ( ) =0;

13) Write some of the basic rules for virtual functions.

Virtual functions must be member of some class.

They cannot be static members and they are accessed by using object pointers.

Virtual function in a base class must be identical.

Prototypes of base class version of a virtual function and all the derived class versions

must be identical.

If a virtual function is defined in the base class, it need not be redefined in the derived

class.

14) What are the benefits of inheritance?

Through inheritance we can eliminate the redundant code and extend the user of the

existing classes.

We can build program from the standard working modules that can communicate with

the one another rather than having start writing code from beginning.

It is possible to have multiple instances of objects of class without any interface.

It is easy to partition the work.

Object oriented system can be easily upgraded from the small to the large systems.

Easily modifying and extending implementations of components without having to

recode everything from scratch.

15) What are the different access specifiers?

In C++ there are three access specifiers:

Public: When a base class is specified as Public; the base class can be seen by anyone

who has access to the derived class.

Private: When a base class is specified as Private; the base class can only be seen by

the class itself.

Protected: When a base class is specified as Protected; the base class can only be seen

by subclasses of Base Class.

UNIT – IV

SECTION: A

1) What is a reference?

a) Operator

b) A reference is an alias for an object

c) used to rename an object

d) None of there

2) Overload function in C++:

a) A group function with the same name

b) All have the same number and type of arguments

c) Functions with same name and same number and type of arguments

d) All of the above

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3) In Late binding the function calls gets resolved during :

a) Compile Time

b) Run Time

c) Both A and B

d) None of the Above

4) Using pointers to call a function is called as :

a) call by value

b) call by reference

c) call by address

d) All the Above

5) The overriding method must have the which of the following same as that of the method in

the super class definition :

a) Same identifier

b) Same signature

c) Both A and B

d) None of the Above

6) The inserting of the code of a called function at the point where the function gets called is

achieved by using :

a) Inline functions

b) virtual functions

c) Both A and B

d) None of the Above

7) The friend function of a class in C++ can access :

a) Private members of the class

b) Protected members of the class

c) Both A and B

d) None of the Above

8) A function in a C++ program can be called:

a) Only once

b) Cannot be called at all

c) Any number of time

d) None of the above

9) A function named as exforsys has three implementations associated with it. This means the

function exforsys is :

a) Overloaded

b) Overriding

c) Both a and b

d) None of the above

10) How many values can be returned by a C++ function?

a) 1

b) Infinity

c) 0

d) None of the Above

11) Which of the following denote library function in C++?

e) Isalpha

f) Isdigits

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g) Isspace

h) All the Above

12) If a function in C++ does not return a value then its return type is denoted as:

a) Float

b) Void

c) Int

d) None of the above

13) Strict parameter type checking is followed with which of the following?

a) Inline function

b) Macro

c) Both a and b

d) None of the above

14) A function defined within a class is called as:

a) Member function

b) Class function

c) Object function

d) None of the above

15) The actual implementation is present in:

a) Declaration

b) Definition

c) Both a and b

d) None of the above

Answer:

1) ( b) A reference is an alias for an object

2) ( b) A group function with the same name

3) ( b) Run Time

4) (b ) Call by reference

5) ( c ) Both a and b

6) ( a) Inline function

7) ( c) Both a and b

8) ( c) Any number of time

9) (a ) Overloaded

10) ( a) 1

11) (d ) All the above

12) ( b) Void

13) (a) inline function

14) ( a) Member function

15) ( b) definition

SECTION: B

1) What is static binding or early binding?

Binding refers to the linking of a procedure to the code to be executed in response to the call.

Static binding means that the code associated with the given procedure call is known at the

time of the call at the run time. When the compiler is able to select appropriate function for a

particular call at the compile time itself is called early binding.

2) What is dynamic binding or late binding?

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Binding refers to the linking of a procedure to the code to be executed in response to the call.

Dynamic binding means that the code associated with the given procedure call is not known

at the time of the call at the run time.

3) What is reference variable?

A reference variable provides as alias for a previously defined variable.

For ex: if make the variable sum a reference to the variable total, then sum and total can be

used interchangeably to represent that variable.

Syntax:

Data type & reference variable = variable name

4) What is function prototype?

The function prototype describe function interface to the compiler by giving details such as

number, type of argument and type of return value.

5) What some situations where inline expansion may not work?

For functions returning values, if loop, a switch, or a goto exists.

For functions not returning values, if a return statement exists.

If function contain static variables

If inline functions are recursive

6) What is a default parameter?

Default parameter assigns a default value to the parameter, which does not have matching

argument in the function call. Default values are specified when the function is declared.

7) How the objects are used as function arguments?

This can be done in two ways:

A copy of the entire object is passed to the argument

Only address of the objects is transferred to the function

8) Define inline function.

Inline function is defined as a function definition such that each call to the function is in

effect, replaced by the statement that defines the function. It is expended in line when it is

invoked. The general form is:

Inline function-header

{

Function body

}

9) What are friend functions?

A function that has access to the private member of the class but it not itself a member of the

class is called friend functions.

The general form is

Friend data type function _name ();

Friend function is preceded by the keyword ‗friend‘.

10) Write some properties of friend function,

Friend function is not in the scope of the class to which it has been declared as friend. Hence

it cannot be called using the object of that class.

Usually it has object as arguments.

It can be declared either in the public or private part of a class.

It cannot access member names directly. It has to use an object nam3e and dot membership

operator with each member name. Eg: (A . X)

11) What is polymorphism? What are its types?

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Polymorphism is the ability to take more than one form. An operation may exhibit different

behaviors in different. The behavior depends upon the type of data used.

Polymorphism is of two types. They are

Function overloading

Operator overloading

12) What is called pass by reference?

In this method address of an object is passed, the called function works directly on the actual

arguments.

13) How does an inline function differ from a macro?

Inline functions are similar to macros because they both are expanded at compile time, but

the macros are expanded by the preprocessor, while inline functions are parsed by the

compiler. There are several important differences:

Inline functions follow all the protocols of type safety enforced on normal functions.

Inline functions are specified using the same syntax as any other function except that

they include the inline keyword in the function declaration.

Expressions passed as arguments to inline functions are evaluated once. In some

cases, expressions passed as arguments to macros can be evaluated more than once.

14) What is the difference between inline function and normal function?

The difference between an inline function and a regular function is that wherever the

compiler finds a call to an inline function, it writes a copy of the compiled function definition.

However, with a regular function, a normal function call is generated.

15) What is function overloading? Give an example.

Function overloading means we can use the same function name to create functions that

perform a variety of different tasks.

Eg: An overloaded add ( ) function handles different data types as shown below.

// Declarations

int add( int a, int b); //add function with 2 arguments of same type

int add( int a, int b, int c); //add function with 3 arguments of same type

double add( int p, double q); //add function with 2 arguments of

different type

//Function calls

add (3 , 4); //uses prototype ( i. )

add (3, 4, 5); //uses prototype ( ii. )

add (3 , 10.0); //uses prototype ( iii. )

UNIT – V

SECTION: A

1) Which of the following denotes advantages of operator overloading?

a) Operator not limited to operate only with primitive Data Type

b) Extensibility

c) Both A and B

d) None of the Above

2) Operator overloading is:

a) Making C++ operators works with objects

b) Giving new meaning to existing C++ operators

c) Making new C++ operator

d) Both a and b

3) Template can be instantiated by:

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a) Explicit Instantiation

b) Implicit instantiation

c) Both A and B

d) None of the Above

4) Which of the following denote types of polymorphism in C++?

a) Virtual function

b) Function overloading

c) Operator overloading

d) All the above

5) Which of the following denote stream classes in C++?

a) Ios

b) Fstream

c) Ostream

d) All the Above

6) Which of the following OOPS concepts are used with cin and cout?

a) Encapsulation

b) Data Hiding

c) Operator Overloading

d) None of the Above

7) Which of the following is not associated with exception handling?

a) Try

b) While

c) Catch

d) Throw

8) The operator which can cannot be overloaded are:

a) Class member access operator (. , .*)

b) Scope resolution operator (::)

c) Size operator ( sizeof )

d) All the above

9) Which of the following error is handled by exception handling?

a) Syntax error

b) Logical error

c) Runtime error

d) All the above

10) The header that should be included while using manipulators in C++ is :

a) iomanip.h

b) manip.h

c) ifstream.h

d) None of the Above

11) The class that in C++ for file input is :

a) Ifstream

b) Ofstream

c) Both A and B

d) The class that in C++ for file input is

12) A condition that must be true on exit from a member function if called as:

a) Precondition

b) Post-condition

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c) Both A and B

d) None of the Above

13) Which of the following is returned by the operating system if a C++ program completes

successfully?

a) No Value Returned

b) -1

c) 1

d) 0

14) Which of the following is used to group a set of global classes, objects and functions under a

name?

a) Area named

b) Namearea

c) Namespaces

d) None of the above

15) When dynamically allocated memory is lost to the C++ program then :

a) Warning occurs

b) Memory leak occurs

c) The program executes successfully

d) None of the above

Answers:

1) ( c) Both a and b

2) (d) Both a and b

3) (c ) Both a and b

4) (d ) All the above

5) ( d) All the above

6) ( c) Operator overloading

7) ( b) While

8) ( d) All the above

9) ( c) All the baove

10) ( a) iomanip.h

11) ( a) Ifstream

12) ( b) Post condition

13) ( d) Zero

14) ( c) Name space

15) ( b) Memory leaks occurs

SECTION: B

1) What is operator overloading?

C++ has the ability to provide the operators with a special meaning for a data type. This

mechanism of giving such special meanings to an operator is known as Operator overloading.

It provides a flexible option for the creation of new definitions for C++ operators.

2) List out the operators that cannot be overloaded.

Class member access operator (.,.*)

Scope resolution operator (::)

Size operator (sizeof )

Conditional operator (?:)

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3) What is the purpose of using operator function? Write its syntax.

To define an additional task to an operator, we must specify what it means in relation to the

class to which the operator is applied. This is done by Operator function, which describes the

task. Operator functions are either member functions or friend functions. The general form is

return type classname :: operator (op-arglist )

{

function body

}

where return type is the type of value returned by specified operation.

4) What is unary operator?

The unary operators require only one operand to perform different kind of operations such as

increasing/decreasing a value, negating an expression, or inverting a boolean value. These

operators cannot be used with final variables.

5) Write at least four rules for Operator overloading.

Only the existing operators can be overloaded.

The overloaded operator must have at least one operand that is of user defined data

type. The basic meaning of the operator should not be changed.

Overloaded operators follow the syntax rules of the original operators.

They cannot be overridden.

6) How will you overload Unary & Binary operator using member functions?

When unary operators are overloaded using member functions it takes no explicit

arguments and return no explicit values.

When binary operators are overloaded using member functions, it takes one explicit

argument. Also the left hand side operand must be an object of the relevant class.

7) How will you overload Unary and Binary operator using Friend functions?

When unary operators are overloaded using friend function, it takes one reference argument

(object of the relevant class).When binary operators are overloaded using friend function, it

takes two explicit arguments.

8) How an overloaded operator can be invoked using member function?

In case Unary operators, overloaded operator can be invoked as

op object_name or object_name op

In case of binary operators, it would be invoked as

Object . operator op(y) ;where op is the overloaded operator and y is the argument

9) How an overloaded operator can be invoked using Friend function?

In case of unary operators, overloaded operator can be invoked as

Operator op (x);

In case of binary operators, overloaded operator can be invoked as

Operator op (x , y)

10) List out the operators that cannot be overloaded using Friend function.

Assignment operator =

Function call operator ( )

Subscripting operator [ ]

Class member access operator

11) What is meant by casting operator and write the general form of overloaded casting operator?

A casting operator is a function that satisfies the following conditions

It must be a class member.

It must not specify a return type.

It must not have any arguments.

The general form of overloaded casting operator is

operator type name ( )

{

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……….. // function statements

}

It is also known as conversion function.

12) What is an exception?

An Exception is logical error. An exception is an event, which occurs during the execution of

a program that disrupts the normal flow of the program's instructions. When an exception is

occur the program is terminated suddenly.

13) Explain one class to another class conversion with an example.

Conversion from one class type to another is the combination of class to basic and basic to

class type conversion. Here constructor is used in destination class and casting operator

function is used in source class.

Eg: objX = objY

objX is the object of class X and objY is an object of class Y. The class Y type data is

converted into class X type data and the converted value is assigned to the obj X.

Here class Y is the source class and class X is the destination class.

14) What is the use of final keyword?

It is used to prevent its contents from being modified. It is similar to const in C/C++.We must

initialize a final variable when it is declared.

Eg: final int FILE_NEW=1;

15) Difference between Error and Exception?

Syntax Errors: The mistakes had done while writing statements. For example, instead

of "WRITE", if you type "WIRTE" it is a syntax error. Compiler can detect these

types of errors. You will not be able to run the program till these errors are rectified.

Runtime Errors (Exceptions) : Runtime Errors are thrown when the situation occurs during execution

of program where the system will not know how to deal with such situation. For example, you have

written a program that takes an excel file and reads the data and stores in the database. You have

done the program perfectly. No syntax errors. But while executing the program, if the user enters a

filename that does not exist, the program will not know what to do next, at that time runtime error

occurs. Runtime error terminates the execution of the program abruptly.

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QUESTION BANK FOR

TOTAL QUALITY

MANAGEMENT

(02BT306)

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Unit -1, Quality and Quality Control, Inspection, and Quality Characteristics.

1. Write a note on “Contract Review”?

The office of the General Counsel and the Risk Management Department must review all

contracts of sufficient importance, regardless of value, and all contracts where there is

potential for significant or uncertain liability to flow to the University. While the signing

authority must use his/her own judgment in determining which contracts need to be reviewed

by the General Counsel‘s office and the Risk Management department. The legal review of

such contracts will be done by the General Counsel‘s office, or by external counsel appointed

by the General Counsel‘s office after consulting with the signing authority.

2. Define quality.

A modern definition of quality derives from Juran's "fitness for intended use." This

definition basically says that quality is "meeting or exceeding customer

expectations." Deming states that the customer's definition of quality is the only one that

matters. So, who is the customer?

3. What do you mean by inspection?

An inspection is, most generally, an organized examination or formal evaluation exercise. It

involves the measurements, tests, and gauges applied to certain characteristics in regard to an

object or activity. The results are usually compared to specified requirements and standards

for determining whether the item or activity is in line with these targets. Inspections are

usually non-destructive.

Non-Destructive Examination (NDE) or Non-Destructive Testing (NDT) describes a number

of technologies used to analyze materials for either inherent flaws or damage from use. Some

common methods are visual, Liquid or dye penetrant inspection, inspection,

radiographic, ultrasonic testing, eddy-current testing, acoustic emission testing, and thermo

graphic inspection. In addition, many non-destructive inspections can be performed by a

precision scale, or when in motion, a check weigher

4. What do you mean by „control‟?

Quality control is a process employed to ensure a certain level of quality in a product or

service. It may include whatever actions a business deems necessary to provide for the

control and verification of certain characteristics of a product or service. The basic goal of

quality control is to ensure that the products, services, or processes provided meet specific

requirements and are dependable, satisfactory, and fiscally sound.

5. Mention the control process.

As a manufacturer we are interested in the quality of the product that we produce. As a

consumer we are interested in the quality of the product that we buy. Quality often means

different things to different people but can generally be regarded as meaning that the product

meets certain targets. For a light bulb quality might mean that it works when we buy it, whilst

for a packet of cornflakes quality might mean that we have over a certain minimum amount

of cornflakes in the packet. We will consider some ways of measuring the quality of a

product and detecting quality changes - both features of a quality control process.

6. Mention different types of quality control.

Businesses use different types of quality control through every aspect of production.

Internal Quality Control

When a company institutes protocol to check their system, this is called internal quality

control. This can range from routine checking of equipment, having a co-worker go over

another employee's data analysis, or running standards and controls on a regular basis. It is

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generally up to management to decide if internal quality control measures are reliable and

performed as needed.

External Quality Control

When products or data is sent to an outside business not affiliated with the company, this is

external control. One example of external control is in food production. A food company may

routinely analyze the nutritional value or shelf-life of a food item it produces in its own lab,

but to verify its results, the food item will also be sent to an outside lab. This verification by

an outside lab is important to obtain Food and Drug Administration (FDA) labeling and to

prove to the FDA that the food company's production methods are sound.

Proficiency Testing Quality Control

A special type of quality control often done on a volunteer basis or to gain accreditation is

proficiency testing. In this type of quality control, the company is sent a series of tests to

perform. The results are sent back and the company receives a grade on its proficiency. This

type of testing is often done in laboratories, where sensitive equipment and complex

protocols need to be verified as accurate before the lab is allowed to continue its work.

7. What is statistical process control?

Statistical process in which the collect large amounts of data about our memory products

from experiments. We study that data to learn how our actions affect the performance of our

products. Process – The method of doing something. Control – We use the data to adjust the

process to achieve the desired results. Those results are dependent on customer requirements,

efficiency, quality, and reliability.

8. Mention two types of control charts.

Control charts fall into two categories: Variable and Attribute Control Charts Variable data

are data that can be measured on a continuous scale such as a thermometer, a weighing scale,

or a tape rule. Attribute data are data that are counted, for example, as good or defective, as

possessing or not possessing a particular characteristic. It is always preferable to use variable

data Variable data will provide better information about the process than attribute data

additionally; variable data require fewer samples to draw meaningful conclusions.

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9. How do you do Using Variables Control Charts?

Two types of charts are used to track variable data; one for averages and one for ranges.

These charts are commonly used together and are known as an X-bar & R Chart. Raw data

are not plotted on X-bar & R charts. Instead, samples of data are collected in subgroups of 2

to 5 data points and the mean and the range of those samples are plotted on the charts.

The Chart monitors the process center, or location.

The subgroup mean (all of the points in the subgroup added up and divided by the number of

points in the subgroup) is plotted on the X-bar Chart.

The R Chart monitors the process variation, or dispersion.

The subgroup range (highest point minus the lowest point in the subgroup) is plotted on the R

Chart‘s the data points for each subgroup are plotted, the points are connected to the previous

point and the charts are interpreted to determine if one of the out-of-control patterns has

occurred. Typically, only one of the charts will go out-of-control at any one time. Remember

to add a comment on a chart to indicate the action taken to correct an out-of-control situation.

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10. Mention the characteristics of control charts.

Planning the Control Chart Type for an Inspection Characteristic

The basic prerequisite when maintaining a characteristic in the task list is that you set the two

control indicators for the sampling procedure and the SPC characteristic. You assign

the control chart type to the characteristic, using the sampling procedure. When you assign

the sampling procedure, the system checks whether the other control indicators for the

characteristic are suitable for the control chart type. The following indicators are checked:

Measured values

Upper specification limit

Lower specification limit

Confirmation of number of defects

Single result

Scope not fixed

Fixed scope

Smaller scope

Larger scope

11. What do you mean by TQM?

TQM (Total Quality Management) is an integrative philosophy of management for

continuously improving the quality of products and processes. It is used around the world.

TQM functions on the premise that the quality of products and processes is the responsibility

of everyone who is involved with the creation or consumption of the products or services

offered by an organization. In other words, TQM capitalizes on the involvement of

management, workforce, suppliers, and even customers, in order to meet or exceed customer

expectations.

12. What is ISO?

An ISO image (International Organization for Standardization) is an archive file of

an optical disc, composed of the data contents of every written sector of an optical disc,

including the optical disc file system. ISO images can be created from optical discs, or can be

used to recreate optical discs using software from many software vendors. ISO image files

typically have a file extension of iso.

13. What is P-chart? Explain.

In statistical quality control, the p-chart is a type of control chart used to monitor the

proportion of nonconforming units in a sample, where the sample proportion nonconforming

is defined as the ratio of the number of nonconforming units to the sample size, The p-chart

only accommodates "pass"/"fail"-type inspection as determined by one or more go-no go

gauges or tests, effectively applying the specifications to the data before they are plotted on

the chart. Other types of control charts display the magnitude of the quality characteristic

under study, making troubleshooting possible directly from those charts In probability theory,

a probability mass, probability density, or probability distribution is a function that describes

the probability of a random variable taking certain values. For a more precise definition one

needs to distinguish between discrete and continuous random variables. In the discrete case,

one can easily assign a probability to each possible value: when throwing a die, each of the

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six values 1 to 6 has the probability 1/6. In contrast, when a random variable takes values

from a continuum, probabilities are nonzero only if they refer to finite intervals: in quality

control one might demand that the probability of a "500 g" package containing between 500 g

and 510 g should be no less than 98%.If total order is defined for the random variable,

the cumulative distribution function gives the probability that the random variable is not

larger than a given value; it is the anti derivative of the non-cumulative distribution.

Discrete probability distribution for the sum of two dice.

Normal distribution, also called Gaussian or "bell curve", the most important continuous

random distribution

In probability theory and statistics, the binomial distribution is the discrete probability

distribution of the number of successes in a sequence of nondependent yes/no experiments,

each of which yields success with probability. Such a success/failure experiment is also

called a Bernoulli experiment or Bernoulli trial; when n = 1, the binomial distribution is

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a Bernoulli distribution. The Binomial distribution is an n time repeated Bernoulli trial. The

binomial distribution is the basis for the popular binomial test of significance. The binomial

distribution is frequently used to model the number of successes in a sample of size n drawn

with replacement from a population of size N. If the sampling is carried out without

replacement, the draws are not independent and so the resulting distribution is a hyper

geometric distribution, not a binomial one. However, for N much larger than n, the binomial

distribution is a good approximation, and widely used.

14. What is Poisson distribution? Explain,

In probability theory and statistics, the Poisson distribution is a discrete probability

distribution that expresses the probability of a given number of events occurring in a fixed

interval of time and/or space if these events occur with a known average rate

and independently of the time since the last event. The work focused on certain random

variables N that count, among other things, the number of discrete occurrences (sometimes

called ―arrivals‖) that take place during a time-interval of given length. If the expected

number of occurrences in this interval is λ, then the probability that there are

exactly k occurrences (k being a non-negative integer, k = 0, 1, 2 ...) is equal to

Where

e is the base of the natural logarithm (e = 2.71828...)

k is the number of occurrences of an event — the probability of which is given by the

function

k! is the factorial of k

λ is a positive real number, equal to the expected number of occurrences during the

given interval. For instance, if the events occur on average 4 times per minute, and one is

interested in the probability of an event occurring k times in a 10 minute interval, one would

use a Poisson distribution as the model with λ = 10×4 = 40.

As a function of k, this is the probability mass function. The Poisson distribution can be

derived as a limiting case of the binomial distribution. The Poisson distribution can be

applied to systems with a large number of possible events, each of which is rare. A classic

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example is the nuclear decay of atoms. The Poisson distribution is sometimes called a

Poissonian.

19. What is inspection? Explain the purpose of inspection.

As an essential part of a health and safety program, workplaces should be inspected.

Inspections are important as they allow you to:

listen to the concerns of workers and supervisors

gain further understanding of jobs and tasks

identify existing and potential hazards

determine underlying causes of hazards

monitor hazard controls (personal protective equipment, engineering controls,

policies, procedures)

recommend corrective action

20. How do you plan for inspections?

Planning is essential for an effective inspection.

Aspects to Examine

Every inspection must examine who, what, where, when and how. Pay particular attention to

items most likely to develop unsafe or unhealthy conditions because of stress, wear, impact,

vibration, heat, corrosion, chemical reaction or misuse. Inspect the entire workplace area each

time. Include areas where no work is done regularly, such as parking lots, rest areas, office

storage areas and locker rooms.

Workplace Elements

Look at all workplace elements - the environment, the equipment and the process. The

environment includes such hazards as noise, vibration, lighting, temperature, and ventilation.

Equipment includes materials, tools and apparatus for producing a product or a service. The

process involves how the worker interacts with the other elements in a series of tasks or

operations

21. What types of hazards do we look for in a workplace?

Types of workplace hazards include:

Safety hazards; e.g., inadequate machine guards, unsafe workplace conditions, unsafe

work practices.

Biological hazards caused by organisms such as viruses, bacteria, fungi and parasites.

Chemical hazards caused by a solid, liquid, vapor, gas, dust, fume or mist.

Ergonomic hazards caused by anatomical, physiological, and psychological demands

on the worker, such as repetitive and forceful movements, vibration, temperature

extremes, and awkward postures arising from improper work methods and improperly

designed workstations, tools, and equipment.

Physical hazards caused by noise, vibration, energy, weather, heat, cold, electricity,

radiation and pressure.

22. What do you mean by Binomial distribution and normal approximation in TQM?

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If n is large enough, then the skew of the distribution is not too great. In this case, if a

suitable continuity correction is used, then an excellent approximation to B Binomial PDF and

normal approximation (n, p) is given by the normal distribution

The approximation generally improves as n increases and is better when p is not near to 0 or

1. Various rules of thumb may be used to decide whether n is large enough, and p is far

enough from the extremes of zero or one:

Binomial PDF and normal approximation for n = 6 and p = 0.5

One rule is that both x=np and n (1 − p) must be greater than 5. However, the specific number

varies from source to source, and depends on how good an approximation one wants; some

sources give 10 which gives virtually the same results as the following rule for

large n until n is very large (ex: x=11, n=7752).

Demig’s Philosophy , Gurus of TQM, five Principles of TQM , History of Quality

control in India, TQM organization, Leadership, Characteristics of Quality

Leaders, Role of TQM Leadership.

Unit -2, Demig’s Philosophy, Leadership,and Characteristics of Quality Leaders.

1. Write a note on “Demig‟s Philosophy”?

Dr. Deming's teachings and philosophy are best illustrated by examining the results they

produced when they were adopted by Japanese industry, as the following example

shows: Ford Motor Company was simultaneously manufacturing a car model with

transmissions made in Japan and the United States. Soon after the car model was on the

market, Ford customers were requesting the model with Japanese transmission over the USA-

made transmission, and they were willing to wait for the Japanese model. As both

transmissions were made to the same specifications, Ford engineers could not understand the

customer preference for the model with Japanese transmission. Finally, Ford engineers

decided to take apart the two different transmissions. The American-made car parts were all

within specified tolerance levels. On the other hand, the Japanese car parts were virtually

identical to each other, and much closer to the nominal values for the parts - e.g., if a part was

supposed to be one foot long, plus or minus 1/8 of an inch - then the Japanese parts were all

within 1/16 of an inch. This made the Japanese cars run more smoothly and customers

experienced fewer problems. Engineers at Ford could not understand how this was done until

they met Deming.

2. Define Leadership.

Leadership is "organizing a group of people to achieve a common goal." The leader may or

may not have any formal authority. Students of leadership have produced theories involving

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traits,[1]

situational interaction, function, behavior, power, vision and values,[2]

charisma, and

intelligence among others.

3. Mention Five Most Important Leadership Traits.

The five leadership traits/leadership qualities are:

Honest

Forward-Looking

Competent

Inspiring

Intelligent

4. Define Honesty as a Leadership Quality.

People want to follow an honest leader. Years ago, many employees started out by assuming

that their leadership was honest simply because the authority of their position. With modern

scandals, this is no longer true. When you start a leadership position, you need to assume that

people will think you are a little dishonest. In order to be seen as an honest individual, you

will have to go out of your way to display honesty. People will not assume you are honest

simply because you have never been caught lying. One of the most frequent places where

leaders miss an opportunity to display honesty is in handling mistakes. Much of a leader‘s job

is to try new things and refine the ideas that don‘t work. However, many leaders want to

avoid failure to the extent that they don‘t admit when something did not work

5. What do you mean by Forward-Looking as a Leadership Trait?

The whole point of leadership is figuring out where to go from where you are now. While

you may know where you want to go, people won‘t see that unless you actively communicate

it with them. Remember, these traits aren‘t just things you need to have, they are things you

need to actively display to those around you. When people do not consider their leader

forward-looking, that leader is usually suffering from one of two possible problems:

The leader doesn‘t have a forward-looking vision.

The leader is unwilling or scared to share the vision with others.

When a leader doesn‘t have a vision for the future, it usually because they are spending so

much time on today, that they haven‘t really thought about tomorrow. On a very simplistic

level this can be solved simply by setting aside some time for planning, strategizing and

thinking about the future. Many times when a leader has no time to think and plan for the

future, it is because they are doing a poor job of leading in the present. They have created an

organization and systems that rely too much on the leader for input at every stage. Some

leaders have a clear vision, but don‘t wish to share it with others. Most of the time they are

concerned that they will lose credibility if they share a vision of the future that doesn‘t come

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about. This is a legitimate concern. However, people need to know that a leader has a strong

vision for the future and a strong plan for going forward. Leaders run into trouble sharing

their vision of the future when they start making promises to individuals. This goes back to

the trait of honesty. If a leader tells someone that ―next year I‘m going to make you manager

of your own division‖, that may be a promise they can‘t keep. The leader is probably basing

this promotion on the organization meeting financial goals, but the individual will only hear

the personal promise.

6. Explain Competency as a Leadership Quality.

People want to follow someone who is competent. This doesn‘t mean a leader needs to be the

foremost expert on every area of the entire organization, but they need to be able to

demonstrate competency. For a leader to demonstrate that they are competent, it isn‘t enough

to just avoid displaying incompetency. Some people will assume you are competent because

of your leadership position, but most will have to see demonstrations before deciding that you

are competent. When people under your leadership look at some action you have taken and

think, ―that just goes to show why he is the one in charge‖, you are demonstrating

competency. If these moments are infrequent, it is likely that some demonstrations of

competency will help boost your leadership influence. Like the other traits, it isn‘t enough for

a leader to be competent. They must demonstrate competency in a way that people notice.

This can be a delicate balance. There is a danger of drawing too much attention to yourself in

a way that makes the leader seem arrogant. Another potential danger is that of minimizing

others contributions and appearing to take credit for the work of others. As a leader, one of

the safest ways to ―toot you own horn without blowing it‖, is to celebrate and bring attention

to team achievements. In this way you indirectly point out your competency as a leader. For

example: ―Last year I set a goal of reaching $12 million in sales and, thanks to everyone‘s

hard word, as of today, we have reached $13.5 million.

7. Describe Inspiration as a Leadership Trait.

People want to be inspired. In fact, there is a whole class of people who will follow an

inspiring leader–even when the leader has no other qualities. If you have developed the other

traits in this article, being inspiring is usually just a matter of communicating clearly and with

passion. Being inspiring means telling people how your organization is going to change the

world. A great example of inspiration is when Steve Jobs stole the CEO from Pepsi by asking

him, ―Do you want to sell sugar water for the rest of your life, or do you want to change the

world?‖ Being inspiring means showing people the big picture and helping them see beyond

a narrow focus and understand how their part fits into the big picture. One technique to

develop your ability to inspire is telling stories. Stories can be examples from your customers,

fictitious examples from your customers, or even historical fables and myths. Stories can help

you vividly illustrate what you are trying to communicate. Stories that communicate on an

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emotional level help communicate deeper than words and leave an imprint much stronger

than anything you can achieve through a simple stating of the facts. Learning to be inspiring

is not easy–particularly for individuals lacking in charisma. It can be learned. Take note of

people who inspire you and analyze the way they communicate. Look for ways to

passionately express your vision. While there will always be room for improvement, a small

investment in effort and awareness will give you a significant improvement in this leadership

trait.

8. Describe is Intelligence as a Leadership Trait.

Intelligence is something that can be difficult to develop. The road toward becoming more

intelligent is difficult, long and can‘t be completed without investing considerable time.

Developing intelligence is a lifestyle choice. Your college graduation was the beginning of

your education, not the end. In fact, much of what is taught in college functions merely as a

foundational language for lifelong educational experiences. To develop intelligence you need

to commit to continual learning–both formally and informally. With modern advances in

distance, education it is easy to take a class or two each year from well respected professors

in the evening at your computer. Informally, you can develop a great deal of intelligence in

any field simply by investing a reasonable amount of time to reading on a daily basis. The

fact is that most people won‘t make a regular investment in their education. Spending 30

minutes of focused reading every day will give you 182 hours of study time each year. For

the most part, people will notice if you are intelligent by observing your behavior and

attitude. Trying to display your intelligence is likely to be counterproductive. One of the

greatest signs of someone who is truly intelligent is humility. The greater your education, the

greater your understanding of how little we really understand. You can demonstrate your

intelligence by gently leading people toward understanding–even when you know the answer.

Your focus needs to be on helping others learn–not demonstrating how smart you are.

Arrogance will put you in a position where people are secretly hopeful that you‘ll make a

mistake and appear foolish. As unintuitive as it may seem, one of the best ways to exhibit

intelligence is by asking questions. Learning from the people you lead by asking intelligent

thoughtful questions will do more to enhance your intelligence credibility than just about

anything. Of course this means you need to be capable of asking intelligent questions.

Everyone considers themselves intelligent. If you ask them to explain parts of their area of

expertise and spend the time to really understand (as demonstrated by asking questions), their

opinion of your intelligence will go up. After all, you now know more about what makes

them so intelligent, so you must be smart as well. Your ability to demonstrate respect for the

intellect of others will probably do more to influence the perception of your intellect than

your actual intelligence.

9. Write the Characteristics of Quality Leaders.

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They give priority to internal as well as external customers.

They empower, rather than control, subordinates.

They emphasize improvement rather than maintenance.

They emphasize prevention

They encourage collaboration rather than competition.

They train and coach, rather than direct and supervise.

They learn from problems.

They continually try to improve communications.

They continually demonstrate their commitment to quality.

They choose suppliers based on quality not by price.

They establish organizational systems to support the quality effort.

They encourage and recognize team effort.

10. What are the Basic Concepts of Total Quality Leadership?

Quality focus

For the naval service, quality refers to the extent to which naval organizations satisfy their

mission requirements. While mission requirements can involve products, they are more

frequently associated with services. Some of these are delivery of supplies, medical care,

engineering support, successful aircraft launchings, ordnance on target, etc.

Customers and end-users

The term ―customers‖ refers to those people who buy and/or use products and services. In the

world of commerce they ultimately define quality. Under TQL, the focus of quality

improvement efforts is to meet mission requirements as defined by the operational forces.

The Sailors and Marines are the customers or, more appropriately, ―end-users‖ of products

and services provided by the DON. Sailors and Marines are the ultimate judges of the quality

of the supplies, medical care, engineering support, weapons systems, training, etc.

Process improvement

Process improvement involves systematically analyzing and changing process factors so that

they work together better to improve quality. Mission effectiveness is increased through

improvement, redesign, or innovation of processes. Processes are improved when they are

more predictable, cost less, and contribute more to meeting mission requirements. Through

process improvement problems or errors are prevented rather than fixed after they have

occurred.

Process management

Process management involves the leadership actions required to begin and sustain continuous

improvement of significant processes.

Extended process

An organization can and should work with customers and suppliers as part of an extended

system to improve quality. Customers can provide information that helps an organization to

focus its improvement efforts on those product and service characteristics that have the

greatest impact on quality. Suppliers provide products or services that affect an

organization‘s ability to perform its mission. Working with suppliers to clarify current needs

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or to share process improvements can reduce problems and avoid defects due to faulty

materials or inadequate service.

11. What do you mean by the Structure of Teams?

Teams need to be formed that reflect existing ownership responsibilities and the way the

work is actually performed. Contrary to the way management structures appear on

hierarchical organization charts, work is actually accomplished through processes that flow

horizontally, across the organization. The up-and-down vertical flow on the current

organizational charts only reflects how control is exerted from the top to the bottom, and

some teams are following:

TQL teams

ESCs

QMBs

PATs

12. What are TQL teams?

In an organization practicing TQL, teams are created to represent the top, middle, and

working levels of an organization. The highest-level team is called an Executive Steering

Committee (ESC). Teams of mid-level leaders are called Quality Management Boards

(QMBs). Teams of individuals who work in a process are called Process Action Teams

(PATs). While all three levels of teams are expected to share a common approach to

improvement,

13. What do you mean by ESCs?

ESCs represent the executive level. For naval organizations, an ESC should include the

Commanding officer, senior civilian, department heads, and senior enlisted person. The

ESC collects and uses information from the organization‘s customers and other external

Groups (e.g., regulatory agencies). It develops an implementation plan and selects

improvement goals. It charters and supports the analysis and improvement efforts conducted

by subordinate teams. During Phase Two the ESC is responsible for strategic planning and

strategic management, implementing the management changes needed to optimize mission

effectiveness.

14. What do you mean by QMBs?

QMBs are cross-functional teams of top- and mid-level managers chartered by the ESC who

are jointly responsible for significant processes. A QMB uses the combined knowledge of its

members to select the process areas or factors that contribute the most toward achieving

performance improvement. As needed, QMBs organize subordinate teams, PATs, to collect

and analyze information to identify the process factors influence the quality of performance.

15. Define PATs.

PATs are made up of individuals who work directly in a process. These teams are chartered

by a QMB to assist in the process management effort because of their (1) knowledge of

process performance and (2) location in the process where data are to be collected. A critical

responsibility of PATs is to collect, analyze, and provide summary information to QMBs

about processes. PATs also take actions to stabilize process performance. If they identify

changes that they cannot make at their level of authority, then they submit those changes as

recommendations through the chain of command to QMBs.

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16. What is Strategic Quality Management?

Strategic management is an ongoing process that evaluates and controls the business and the

industries in which the company is involved; assesses its competitors and sets goals and

strategies to meet all existing and potential competitors; and then reassesses each strategy

annually or quarterly to determine how it has been implemented and whether it has succeeded

or needs replacement by a new strategy to meet changed circumstances, new technology, new

competitors, a new economic environment., or a new social, financial, or political

environment.

17. What are its Objectives quality management?

The Quality Policies, the Declaration of Principles and the Quality Objectives of our

enterprise were formulated by the management. Quality Policies and Quality Objectives serve

as a guideline for all employees in carrying out all their work, and they contain the

continuous process of improvement as an express constituent. Every employee is obliged to

work for the benefit of both our enterprise and that of our customers in accordance with the

guidelines of our Quality Management (QM) documentation. A part of the quantifiable

objectives constituting the basis for QM-Assessment is derived from the Quality Policies (in

the QM-plans of the departments/divisions.) Data is regularly collected and submitted to the

management board for evaluation. The analysis of the data is the starting point for permanent

improvement, among other factors. The Zero - Fault - Strategy is established in the

Declaration of Principles. Trelleborg Sealing Solutions evaluates the quality of the processes

by the attainment of the objectives. Objectives are set up annually and partial objectives and

their attainment are checked regularly. The following characteristic figures are judged for this

purpose:

Sales objectives:

Sales volume and gross profit.

Logistics objectives:

Punctuality of the deliveries from the producer and to the customer.

Product quality:

Result of the tests conducted upon receipt of goods Complaint index.

Customer's satisfaction:

Service, Keeping of deadlines, Quality

18. Write five principles TQM applications. Explain.

First, top management is the driving force. Quality is a strategic issue. Senior management

sets the environment, provides the resources and leads by example.

Second, cross-functional management is essential ¾ existing vertical organizational

structures and independent operational units may be retained, but new structures for

horizontal coordination are often required, and internal customer relationships are

commonly created.

Third, middle managers are the quality champions, the implementers of quality systems.

Standing at the crossroads of vertical and horizontal structures, middle managers are the

dominant quality controllers in most organizations, and the maximum possible

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responsibility should be devolved to this level. In flat organizational structures, with no

middle management, team leaders are the quality champions. While the language of

teamwork is the standard discourse among managers, in practice it is often more exhortatory

than real. TQM has the potential to align reality with rhetoric.

Fourth; question, test, and measure. Rigorous and systematic issue -identification and

problem-solving, using statistical methods, cost/benefit and cause and effect analysis, and

decision-making techniques should be adopted, or at least understood, by all participants.

Fifth, the improvement process both creates and depends on cultural change within the

organization. Quality organizations are characterized by the internalization of a commitment

to quality, open communications, distributed (and collective) decision making, and high

levels of trust, entrenched quality systems, and a focus on the absolute priority of the

customer.

19. What is Product quality?

Role of measurement and calibration in the manufacture of products for the global market

The purpose of the present guide is to assist small and medium-sized enterprises and other

interested users to understand how to control product quality. Chapters 5-8 of the guide also

cover various third-party schemes for product certification and pre-shipment inspection and

also how the World Trade Organization Agreement on Technical Barriers to Trade can

facilitate product conformity assessment procedures.

20. What is Customer satisfaction?

Customer satisfaction, a term frequently used in marketing, is a measure of how products and

services supplied by a company meet or surpass customer expectation. Customer satisfaction

is defined as "the number of customers, or percentage of total customers, whose reported

experience with a firm, its products, or its services (ratings) exceeds specified satisfaction

goals." In a survey of nearly 200 senior marketing managers, 71 percent responded that they

found the "customer satisfaction" metric very useful. It is seen as a key performance indicator

within business and is often part of a Balanced Scorecard. In a competitive marketplace

where businesses compete for customers, customer satisfaction is seen as a key differentiator

and increasingly has become a key element of business strategy. Within organizations,

customer satisfaction ratings can have powerful effects. They focus employees on the

importance of fulfilling customers‘ expectations. Furthermore, when these ratings dip, they

warn of problems that can affect sales and profitability. These metrics quantify an important

dynamic. When a brand has loyal customers, it gains positive word-of-mouth marketing,

which is both free and highly effective. Therefore, it is essential for businesses to effectively

manage customer satisfaction. To be able do this, firms need reliable and representative

measures of satisfaction.

Unit -3, 6 Sigma Qualities, Benchmarking and Competitive Analysis.

1. What is PDSA?

PDCA (plan–do–check–act) is an iterative four-step management process typically used in

business. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control

circle/cycle, or plan–do–study–act (PDSA). PDCA is a successive cycle which starts off

small to test potential effects on processes, but then gradually leads to larger and more

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targeted change. Plan, Do, Check, Act are the four components of Work bench in Software

testing.

2. What do you mean by PLAN?

Establish the objectives and processes necessary to deliver results in accordance with the

expected output (the target or goals). By making the expected output the focus, it differs from

other techniques in that the completeness and accuracy of the specification is also part of the

improvement.

3. What do you means by DO words?

Implement the new processes, often on a small scale if possible, to test possible effects. It is

important to collect data for charting and analysis for the following "CHECK" step.

4. What is CHECK?

Measure the new processes and compare the results (collected in "DO" above) against the

expected results (targets or goals from the "PLAN") to ascertain any differences. Charting

data can make this much easier to see trends in order to convert the collected data into

information. Information is what you need for the next step "ACT".

5. What is ACT?

Analyze the differences to determine their cause. Each will be part of either one or more of

the P-D-C-A steps. Determine where to apply changes that will include improvement. When

a pass through these four steps does not result in the need to improve, refine the scope to

which PDCA is applied until there is a plan that involves improvement.

6. What do you mean by Six Sigma?

Six Sigma is a business management strategy originally developed by Motorola, USA in

1986.[1][2]

As of 2010, it is widely used in many sectors of industry, although its use is not

without controversy. Six Sigma seeks to improve the quality of process outputs by identifying

and removing the causes of defects (errors) and minimizing variability in manufacturing and

business processes.[3]

It uses a set of quality management methods, including statistical

methods, and creates a special infrastructure of people within the organization ("Black Belts",

"Green Belts", etc.) who are experts in these methods.[3]

Each Six Sigma project carried out

within an organization follows a defined sequence of steps and has quantified financial

targets (cost reduction and/or profit increase).[3]

The term Six Sigma originated from terminology associated with manufacturing, specifically

terms associated with statistical modeling of manufacturing processes. The maturity of a

manufacturing process can be described by a sigma rating indicating its yield, or the

percentage of defect-free products it creates. A six sigma process is one in which 99.99966%

of the products manufactured are statistically expected to be free of defects (3.4 defects per

million). Motorola set a goal of "six sigma" for all of its manufacturing operations, and this

goal became a byword for the management and engineering practices used to achieve it.

7. Describe the six sigma project methodologies?

Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-Check-

Act Cycle. These methodologies, composed of five phases each, bear the acronyms DMAIC

and DMADV.[14]

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DMAIC is used for projects aimed at improving an existing business process.[14]

DMAIC is pronounced as "duh-may-ick".

DMADV is used for projects aimed at creating new product or process designs.[14]

DMADV is pronounced as "duh-mad-vee

8. What do you mean by DMADV or DFSS?

The DMADV project methodology, also known as DFSS ("Design For Six Sigma"),[14]

features five phases:

Define design goals that are consistent with customer demands and the enterprise

strategy.

Measure and identify CTQs (characteristics that are Critical To Quality), product

capabilities, production process capability, and risks.

Analyze to develop and design alternatives, create a high-level design and evaluate

design capability to select the best design.

Design details, optimize the design, and plan for design verification. This phase may

require simulations.

Verify the design, set up pilot runs, implement the production process and hand it

over to the process owner(s).

9. Describe the role of Six Sigma?

Six Sigma identifies several key roles for its successful implementation.[15]

Executive Leadership includes the CEO and other members of top management. They

are responsible for setting up a vision for Six Sigma implementation. They also

empower the other role holders with the freedom and resources to explore new ideas

for breakthrough improvements.

Champions take responsibility for Six Sigma implementation across the organization

in an integrated manner. The Executive Leadership draws them from upper

management. Champions also act as mentors to Black Belts.

Master Black Belts, identified by champions, act as in-house coaches on Six Sigma.

They devote 100% of their time to Six Sigma. They assist champions and guide Black

Belts and Green Belts. Apart from statistical tasks, they spend their time on ensuring

consistent application of Six Sigma across various functions and departments.

Black Belts operate under Master Black Belts to apply Six Sigma methodology to

specific projects. They devote 100% of their time to Six Sigma. They primarily focus

on Six Sigma project execution, whereas Champions and Master Black Belts focus on

identifying projects/functions for Six Sigma.

Green Belts are the employees who take up Six Sigma implementation along with

their other job responsibilities, operating under the guidance of Black Belts.

10. Origin and meaning of the term "six sigma processes".

The term "six sigma process" comes from the notion that if one has six standard deviations

between the process mean and the nearest specification limit, as shown in the graph,

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practically no items will fail to meet specifications.[10]

This is based on the calculation

method employed in process capability studies. Capability studies measure the number of

standard deviations between the process mean and the nearest specification limit in sigma

units. As process standard deviation goes up, or the mean of the process moves away from

the center of the tolerance, fewer standard deviations will fit between the mean and the

nearest specification limit, decreasing the sigma number and increasing the likelihood of

items outside specification

Sigma Normal distribution

11. What is DMAIC project methodology?

The DMAIC project methodology has five phases:

Define the problem, the voice of the customer, and the project goals, specifically.

Measure key aspects of the current process and collect relevant data.

Analyze the data to investigate and verify cause-and-effect relationships. Determine

what the relationships are, and attempt to ensure that all factors have been considered.

Seek out root cause of the defect under investigation.

Improve or optimize the current process based upon data analysis using techniques

such as design of experiments, poka yoke or mistake proofing, and standard work to

create a new, future state process. Set up pilot runs to establish process capability.

Control the future state process to ensure that any deviations from target are corrected before they result in defects. Implement control systems such as statistical process control, production boards, visual workplaces, and continuously monitor the process.

12. Describe the Tools and Techniques?

The Seven Basic Tools of Quality is a designation given to a fixed set of graphical

techniques identified as being most helpful in troubleshooting issues related to quality.[1]

They are called basic because they are suitable for people with little formal training in

statistics and because they can be used to solve the vast majority of quality-related issues.[2]

The tools are:

The cause-and-effect or Ishikawa diagram

The check sheet

The control chart

The histogram

The Pareto chart

The scatter diagram

Stratification (alternately flow chart or run chart)

The designation arose in postwar Japan, inspired by the seven famous weapons of Benkei. At

that time, companies that had set about training their workforces in statistical quality control

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found that the complexity of the subject intimidated the vast majority of their workers and

scaled back training to focus primarily on simpler methods which suffice for most quality-

related issues anyway.[

13. What is Benchmarking?

The pioneer of benchmarking, Xerox, defines benchmarking as the continuous process of

measuring products, services and practices against the toughest competitors or those

companies recognized as industry leaders (best in class). Benchmarking is the process of

identifying, understanding, and adapting outstanding practices from organizations anywhere

in the world to help your organization improve its performance. Benchmarking can be

applied to processes or process metrics. It is a methodology in striving to attain a leap-ahead

rather than gradual improvement and looks for the significant new aspect of a process that

will accelerate innovation and change, to yield a breakthrough improvement, on the way to a

world-class level of performance / customer satisfaction. Benchmarking is not a way of

getting someone off your case by proving that you have nothing to learn and it is not a quick,

easy, number crunching, spying, copying, espionage or gradual improvement.

14. When to use Benchmarking?

Benchmarking can be done prior to embarking on a new process or reengineering an existing

one. This enables the organization to set a stake of objectivity in the ground and establish a

standard. By understanding the state of operations before one can define improvement goals

such as reducing unit costs by x percent a year, or improving service levels by y percent a

year. Once the agreement is in place, continued measurement can track progress over time.

Benchmarking can be a very useful management tool.

15. Why is benchmarking important?

Benchmarking eliminates the guess work by looking at processes and enablers that lead to

best practices. Benchmarking doesn't limit itself to competitive information; it seeks

innovation by looking outside the industry paradigm. People often mistake benchmarking for

competitive analysis. Competitive analysis typically looks at intelligence data: facts and

figures, product breakdown (reverse engineering) strategic goals. It's a guessing game as to

how to achieve the competitive advantage. Companies benchmark in order to: develop and

implement strategic goals establish realistic actionable objectives provide a sense of urgency

encourage striving for perfection and innovative thinking create a better understanding of the

industry, and emphasize sensitivity to changing customer needs.

16. How to use PDCA?

This is parallel to the Plan - Do - Check - Act (PDCA) cycle]?

Plan:

1 Develop a team which represents all stakeholders.

2 Provide team with information and overall materials necessary.

3 Identify results you want to achieve through examining other similar processes

and resources.

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4 Develop a vision of what doing the process better means.

5 Determine how information will be collected.

Analyze:

1 Determine strengths and weaknesses presented in the information.

2 Identify quantitative data that can help you measure performance and set future

targets.

3 Identify qualitative data that explains success factors and how the process is

best-in-class.

4 Compare data and determine what you can learn from it.

5

17. What do you mean by Strategic analysis?

An objective analysis and understanding of your markets and your costs and capabilities

forms the bedrock for the strategy development process. From this analysis and by applying

creativity will come a number of options and opportunities that can be used to build and

implement a solid strategic plan for new or existing markets.

Setting a strategy requires knowledge in three areas:

Customers: Existing customers and potential customers and markets. What do they do?

What would help them do what they do better? What are their needs? Where are the most

profitable customers?

Competencies: Skills, knowledge and relationships. What do you do well? What abilities

could you draw on? What costs do you have to carry? Where do you make money?

Competition: The whole competitive environment from regulation to real life competition.

What is the basis of competition? Where are the threats? Where is their pressure and where is

the market easy?

Analysis of the three areas is interrelated. Who you choose as your target audience will have

implications for what capabilities you need, which will have an impact on what competitive

pressures are around which will influence who you choose as your target audience.

18. What is Process Capability?

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Process capability is the long-term performance level of the process after it has been brought

under statistical control. In other words, process capability is the range over which the natural

variation of the process occurs as determined by the system of common causes. And also

Process capability is the ability of the combination of people, machine, methods, material,

and measurements to produce a product that will consistently meet the design requirements or

customer expectation.

19. What is a Process Capability Study?

Process capability study is a scientific and a systematic procedure that uses control charts to

detect and eliminate the unnatural causes of variation until a state of statistical control is

reached. When the study is completed, you will identify the natural variability of the process.

20. What do you mean by Statistical process control (SPC)

Statistical process control (SPC) is the application of statistical methods to the monitoring

and control of a process to ensure that it operates at its full potential to produce conforming

product. Under SPC, a process behaves predictably to produce as much conforming product

as possible with the least possible waste. While SPC has been applied most frequently to

controlling manufacturing lines, it applies equally well to any process with a measurable

output. Key tools in SPC are control charts, a focus on continuous improvement and designed

experiments. Much of the power of SPC lies in the ability to examine a process and the

sources of variation in that process using tools that give weight to objective analysis over

subjective opinions and that allow the strength of each source to be determined numerically.

Variations in the process that may affect the quality of the end product or service can be

detected and corrected, thus reducing waste as well as the likelihood that problems will be

passed on to the customer.

Unit-4, Control Charts for attributes, p chart, n p chart, c chart. 1. What do you mean control chart?

Control charts, also known as Shewhart charts or process-behaviour charts, in statistical

process control are tools used to determine whether or not a manufacturing or business

process is in a state of statistical control.

2. Describe Chart details.

A control chart consists of:

Points representing a statistic of measurements of a quality characteristic in samples

taken from the process at different times.

The mean of this statistic using all the samples is calculated (e.g., the mean of the

means, mean of the ranges, mean of the proportions).

A center line is drawn at the value of the mean of the statistic.

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The standard error (e.g., standard deviation/sqrt(n) for the mean) of the statistic is also

calculated using all the samples.

Upper and lower control limits (sometimes called "natural process limits") that

indicate the threshold at which the process output is considered statistically 'unlikely'

are drawn typically at 3 standard errors from the center line.

The chart may have other optional features, including:

Upper and lower warning limits, drawn as separate lines, typically two standard errors

above and below the center line.

Division into zones, with the addition of rules governing frequencies of observations

in each zone.

Annotation with events of interest, as determined by the Quality Engineer in charge of

the process's quality.

Control Chart

3. What do you mean by Calculation of standard deviation?

As for the calculation of control limits, the standard deviation (error) required is that of the

common-cause variation in the process. Hence, the usual estimator, in terms of sample

variance, is not used as this estimates the total squared-error loss from both common- and

special-causes of variation. An alternative method is to use the relationship between the range

of a sample and its standard deviation derived by Leonard H. C. Tippett, an estimator which

tends to be less influenced by the extreme observations which typify special-causes.

4. What is Standard deviation?

Standard deviation is a widely used measurement of variability or diversity used in statistics

and probability theory. It shows how much variation or "dispersion" there is from the average

(mean, or expected value). A low standard deviation indicates that the data points tend to be

very close to the mean, whereas high standard deviation indicates that the data are spread out

over a large range of values. Technically, the standard deviation of a statistical population,

data set, or probability distribution is the square root of its variance. It is algebraically simpler

though practically less robust than the average absolute deviation. A useful property of

standard deviation is that, unlike variance, it is expressed in the same units as the data.

5. What is Probability theory?

Probability theory is the branch of mathematics concerned with analysis of random

phenomena. The central objects of probability theory are random variables, stochastic

processes, and events: mathematical abstractions of non-deterministic events or measured

quantities that may either be single occurrences or evolve over time in an apparently random

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fashion. If an individual coin toss or the roll of die is considered to be a random event, then if

repeated many times the sequence of random events will exhibit certain patterns, which can

be studied and predicted. Two representative mathematical results describing such patterns

are the law of large numbers and the central limit theorem.

6. What do you mean by Arithmetic mean (AM)?

The arithmetic mean is the "standard" average, often simply called the "mean".

The mean may often be confused with the median, mode or range. The mean is the arithmetic

average of a set of values, or distribution; however, for skewed distributions, the mean is not

necessarily the same as the middle value (median), or the most likely (mode). For example,

mean income is skewed upwards by a small number of people with very large incomes, so

that the majority has an income lower than the mean. By contrast, the median income is the

level at which half the population is below and half is above. The mode income is the most

likely income, and favors the larger number of people with lower incomes. The median or

mode is often more intuitive measures of such data.

Nevertheless, many skewed distributions are best described by their mean – such as the

exponential and Poisson distributions.

For example, the arithmetic mean of six values: 34, 27, 45, 55, 22, and 34 is

7. What is Geometric mean (GM)? Explain.

The geometric mean is an average that is useful for sets of positive numbers that are

interpreted according to their product and not their sum (as is the case with the arithmetic

mean) e.g. rates of growth.

For example, the geometric mean of six values: 34, 27, 45, 55, 22, and 34 is:

8. What is Harmonic mean (HM)? Explain.

The harmonic mean is an average which is useful for sets of numbers which are defined in

relation to some unit, for example speed (distance per unit of time).

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For example, the harmonic mean of the six values: 34, 27, 45, 55, 22, and 34 is

9. What is the Relationship between AM, GM, and HM?

AM, GM, and HM satisfy these inequalities:

Equality holds only when all the elements of the given sample are equal.

10. Describe generalized means (Power mean).

The generalized mean, also known as the power mean or Hölder mean, is an abstraction of

the quadratic, arithmetic, geometric and harmonic means. It is defined for a set of n positive

numbers xi by

By choosing the appropriate value for the parameter m we get all means:

maximum

m = 2 quadratic mean

m = 1 arithmetic mean

geometric mean

m = − 1 harmonic mean

minimum

ƒ-mean

This can be generalized further as the generalized f-mean

And again a suitable choice of an invertible ƒ will give

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harmonic mean,

f(x) = xm power mean,

f(x) = lnx Geometric mean.

11. Describe weighted arithmetic mean.

The weighted arithmetic mean is used, if one wants to combine average values from samples

of the same population with different sample sizes:

The weights wi represent the bounds of the partial sample. In other applications they represent

a measure for the reliability of the influence upon the mean by respective values.

12. What is truncated mean?

Sometimes a set of numbers might contain outliers, i.e. a datum which is much lower or

much higher than the others. Often, outliers are erroneous data caused by artifacts. In this

case one can use a truncated mean. It involves discarding given parts of the data at the top or

the bottom end, typically an equal amount at each end, and then taking the arithmetic mean of

the remaining data. The number of values removed is indicated as a percentage of total

number of values.

13. Explain Interquartile mean.

The interquartile mean is a specific example of a truncated mean. It is simply the arithmetic

mean after removing the lowest and the highest quarter of values.

Assuming the values have been ordered, so is simply a specific example of a weighted mean

for a specific set of weights.

14. What do you mean by P CHART?

In statistical quality control, the p-chart is a type of control chart used to monitor the

proportion of nonconforming units in a sample, where the sample proportion nonconforming

is defined as the ratio of the number of nonconforming units to the sample size, n.The p-chart

only accommodates "pass"/"fail"-type inspection as determined by one or more go-no go

gauges or tests, effectively applying the specifications to the data before they are plotted on

the chart. Other types of control charts display the magnitude of the quality characteristic

under study, making troubleshooting possible directly from those charts.

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15. Write the Assumptions of p chart.

The binomial distribution is the basis for the p-chart and requires the following assumptions:

The probability of nonconformity p is the same for each unit.

Each unit is independent of its predecessors or successors.

The inspection procedure is same for each sample and is carried out consistently from

sample to sample.

16. Describe the Calculation and plotting of p-chart.

The control limits for this chart type are

Where is the estimate of the long-term process mean established during control-chart

setup? Naturally, if the lower control limit is less than or equal to zero, process observations

only need be plotted against the upper control limit. Note that observations of proportion

nonconforming below a positive lower control limit are cause for concern as they are more

frequently evidence of improperly calibrated test and inspection equipment or inadequately

trained inspectors than of sustained quality improvement. Some organizations may elect to

provide a standard value for p, effectively making it a target value for the proportion

nonconforming.

P control chart

P Chart Calculations

Plotted statistic: The percent of items in the sample meeting the criteria of interest.

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Where nj is the sample size (number of units) of group j.

Center Line

Where nj is the sample size (number of units) of group j, and m is the number of groups

included in the analysis.

UCL, LCL (Upper and Lower Control Limit)

Where nj is the sample size (number of units) of group j, p-bar is the Average percent.

17. What is np-chart? Explain.

In statistical quality control, the np-chart is a type of control chart used to monitor the

number of nonconforming units in a sample. It is an adaptation of the p-chart and used in

situations where personnel find it easier to interpret process performance in terms of concrete

numbers of units rather than the somewhat more abstract proportion.[1]

The np-chart differs from the p-chart in only the three following aspects:

The control limits are

,

Where n is the sample size and is the estimate of the long-term process

mean established during control-chart setup.

he number nonconforming (np), rather than the fraction nonconforming (p), is

plotted against the control limits.

The sample size, n, is constant.

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np control chart

Center

line

Control

limits

Plotted

statistic

18. What is c- chart? Explain.

In statistical quality control, the c-chart is a type of control chart used to monitor "count"-type

data, typically total number of nonconformities per unit. It is also occasionally used to

monitor the total number of events occurring in a given unit of time. The c-chart differs from

the p-chart in that it accounts for the possibility of more than one nonconformity per

inspection unit. The p-chart models "pass"/"fail"-type inspection only. Nonconformities may

also be tracked by type or location which can prove helpful in tracking down assignable

causes.

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Center

line

Control

limits

Plotted

statistic

19. How many Types of Sampling Plans?

Three types of sampling plans

1. single sampling plan

2. double sampling plan

3. Multiple sampling plan

A single sampling plan, as previously defined, is specified by the pair of numbers (n,c). The

sample size is n, and the lot is rejected if there are more than c defectives in the sample;

otherwise the lot is accepted.

20. What is double Sampling?

Double and multiple sampling plans were invented to give a questionable lot another chance.

For example, if in double sampling the results of the first sample are not conclusive with

regard to accepting or rejecting, a second sample is taken. Application of double sampling

requires that a first sample of size n1 is taken at random from the (large) lot. The number of

defectives is then counted and compared to the first sample's acceptance number a1 and

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rejection number r1. Denote the number of defectives in sample 1 by d1 and in sample 2 by

d2, then:

If d1 a1, the lot is accepted.

If d1 r1, the lot is rejected.

If a1 < d1 < r1, a second sample is taken.

If a second sample of size n2 is taken, the number of defectives, d2, is counted. The total

number of defectives is D2 = d1 + d2. Now this is compared to the acceptance number a2 and

the rejection number r2 of sample 2. In double sampling, r2 = a2 + 1 to ensure a decision on

the sample.

If D2 a2, the lot is accepted.

If D2 r2, the lot is rejected

21. What do you mean by reliability?

In general, reliability (systemic def.) is the ability of a person or system to perform and

maintain its functions in routine circumstances, as well as hostile or unexpected

circumstances.

Reliability may refer to:

Reliability (engineering), the ability of a system or component to perform its required

functions under stated conditions for a specified period of time.

Reliability (statistics), of a set of data and experiments.

High reliability is informally reported in "nines".

Reliabilism in philosophy and epistemology.

Data reliability, a property of some disk arrays in computer storage.

Reliability theory, as a theoretical concept, to explain biological aging and species

longevity.

Reliability (computer networking), a category used to describe protocols.

22. What is redundancy in quality?

In total quality management, TQM, redundancy in quality or redundant quality means quality

which exceeds the required quality level. Tolerances may be too accurate, for example,

creating unnecessarily high costs of production. Redundant quality is sometimes incorrectly

used instead of even quality or constant quality, perhaps because of the positive connotations

of the term redundancy used in connection with safety-critical systems.

Unit -5, Introduction to Design Experiments, and Distribution Curve.

1. What do you understand by design of experiments (DOE) or experimental

design?

Experimental design is the design of any information-gathering exercises where variation is

present, whether under the full control of the experimenter or not. However, in statistics,

these terms are usually used for controlled experiments. Other types of study, and their

design, are discussed in the articles on opinion polls and statistical surveys (which are types

of observational study), natural experiments and quasi-experiments (for example, quasi-

experimental design). See Experiment for the distinction between these types of experiments

or studies. In the design of experiments, the experimenter is often interested in the effect of

some process or intervention (the "treatment") on some objects (the "experimental units"),

which may be people, parts of people, groups of people, plants, animals, materials, etc.

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Design of experiments is thus a discipline that has very broad application across all the

natural and social sciences.

2. Explains the principles of experimental design?

A methodology for designing experiments was proposed by Ronald A. Fisher, in his

innovative book The Design of Experiments (1935). As an example, he described how to test

the hypothesis that a certain lady could distinguish by flavour alone whether the milk or the

tea was first placed in the cup. While this sounds like a frivolous application, it allowed him

to illustrate the most important ideas of experimental design:

Comparison

In many fields of study it is hard to reproduce measured results exactly. Comparisons

between treatments are much more reproducible and are usually preferable. Often one

compares against a standard, scientific control, or traditional treatment that acts as baseline.

Randomization

There is an extensive body of mathematical theory that explores the consequences of making

the allocation of units to treatments by means of some random mechanism such as tables of

random numbers, or the use of randomization devices such as playing cards or dice. Provided

the sample size is adequate, the risks associated with random allocation (such as failing to

obtain a representative sample in a survey, or having a serious imbalance in a key

characteristic between a treatment group and a control group) are calculable and hence can be

managed down to an acceptable level. Random does not mean haphazard, and great care must

be taken that appropriate random methods are used.

Replication

Measurements are usually subject to variation and uncertainty. Measurements are repeated

and full experiments are replicated to help identify the sources of variation and to better

estimate the true effects of treatments.

Blocking

Blocking is the arrangement of experimental units into groups (blocks) consisting of units

that are similar to one another. Blocking reduces known but irrelevant sources of variation

between units and thus allows greater precision in the estimation of the source of variation

under study.

Orthogonality

Example of orthogonal factorial design Orthogonality concerns the forms of comparison

(contrasts) that can be legitimately and efficiently carried out. Contrasts can be represented

by vectors and sets of orthogonal contrasts are uncorrelated and independently distributed if

the data are normal. Because of this independence, each orthogonal treatment provides

different information to the others. If there are T treatments and T – 1 orthogonal contrasts, all

the information that can be captured from the experiment is obtainable from the set of

contrasts.

Factorial experiments

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Use of factorial experiments instead of the one-factor-at-a-time method. These are efficient at

evaluating the effects and possible interactions of several factors.

3. How analysis of design of experiments built the foundation of analysis of

variance?

Analysis of the design of experiments was built on the foundation of the analysis of variance,

a collection of models in which the observed variance is partitioned into components due to

different factors which are estimated and/or tested.

4. What is Analysis of variance

In statistics, analysis of variance (ANOVA) is a collection of statistical models, and their

associated procedures, in which the observed variance in a particular variable is partitioned

into components attributable to different sources of variation. In its simplest form ANOVA

provides a statistical test of whether or not the means of several groups are all equal, and

therefore generalizes t-test to more than two groups. Doing multiple two-sample t-tests would

result in an increased chance of committing a type I error. For this reason, ANOVAs are

useful in comparing two, three or more means.

5. Write the name of different models?

Fixed-effects models (Model 1)

Random-effects models (Model 2

Mixed-effects models (Model 3

6. What do you mean by Randomization-based analysis?

In a randomized controlled experiment, the treatments are randomly assigned to experimental

units, following the experimental protocol. This randomization is objective and declared

before the experiment is carried out. The objective random-assignment is used to test the

significance of the null hypothesis, following the ideas of C. S. Peirce and Ronald A. Fisher.

This design-based analysis was discussed and developed by Francis J.

7. What is Unit-treatment additivity?

In its simplest form, the assumption of unit-treatment additivity states that the observed

response yi,j from experimental unit i when receiving treatment j can be written as the sum of

the unit's response yi and the treatment-effect tj, that is

yi,j = yi + tj

The assumption of unit-treatment addivity implies that, for every treatment j, the jth treatment

have exactly the same effect tj on every experiment unit. The assumption of unit treatment

additivity usually cannot be directly falsified, according to Cox and Kempthorne. However,

many consequences of treatment-unit additivity can be falsified. For a randomized

experiment, the assumption of unit-treatment additivity implies that the variance is constant

for all treatments. Therefore, by contraposition, a necessary condition for unit-treatment

additivity is that the variance is constant. The property of unit-treatment additivity is not

invariant under a "change of scale", so statisticians often use transformations to achieve unit-

treatment additivity. If the response variable is expected to follow a parametric family of

probability distributions. According to Cauchy's functional equation theorem, the logarithm is

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the only continuous transformation that transforms real multiplication to addition. The

assumption of unit-treatment additivity was enunciated in experimental design by

Kempthorne and Cox. Kempthorne's use of unit treatment additivity and randomization is

similar to the design-based inference that is standard in finite-population survey sampling.

8. What is Derived linear model?

Kempthorne uses the randomization-distribution and the assumption of unit treatment

additivity to produce a derived linear model, very similar to the textbook model discussed

previously. The test statistics of this derived linear model are closely approximated by the test

statistics of an appropriate normal linear model, according to approximation theorems and

simulation studies by Kempthorne and his students However, there are differences. For

example, the randomization-based analysis results in a small but negative correlation between

the observations In the randomization-based analysis, there is no assumption of a normal

distribution and certainly no assumption of independence. On the contrary, the observations

are dependent.

9. What are Statistical models for observational data?

However, when applied to data from non-randomized experiments or observational studies,

model-based analysis lacks the warrant of randomization. For observational data, the

derivation of confidence intervals must use subjective models, as emphasized by Ronald A.

Fisher and his followers. In practice, the estimates of treatment-effects from observational

studies generally are often inconsistent. In practice, "statistical models" and observational

data are useful for suggesting hypotheses that should be treated very cautiously by the public

Freedman.

10. Explain logic of ANOVA.

Partitioning of the sum of squares

The fundamental technique is a partitioning of the total sum of squares S into components

related to the effects used in the model. For example, we show the model for a simplified

ANOVA with one type of treatment at different levels.

So, the number of degrees of freedom f can be partitioned in a similar way and specifies the

chi-square distribution which describes the associated sums of squares.

The F-test is used for comparisons of the components of the total deviation. For example, in

one-way or single-factor ANOVA, statistical significance is tested for by comparing the F

test statistic

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Where

I = number of treatments

And

nT = total number of cases

To the F-distribution with I − 1,nT − I degrees of freedom. Using the F-distribution is a

natural candidate because the test statistic is the ratio of two scaled sums of squares each of

which follows a scaled chi-square distribution.

Power analysis

Power analysis is often applied in the context of ANOVA in order to assess the probability of

successfully rejecting the null hypothesis if we assume a certain ANOVA design, effect size

in the population, sample size and alpha level. Power analysis can assist in study design by

determining what sample size would be required in order to have a reasonable chance of

rejecting the null hypothesis when the alternative hypothesis is true.

11. What is Effect size?

Effect-size estimates facilitate the comparison of findings in studies and across disciplines.

Common effect size estimates reported in univariate-response anova and multivariate-

response man ova include the following: eta-squared, partial eta-squared, omega, and inter

correlation. Η2 Eta-squared describes the ratio of variance explained in the dependent

variable by a predictor while controlling for other predictors. Eta-squared is a biased

estimator of the variance explained by the model in the population. On average it

overestimates the variance explained in the population. As the sample size gets larger the

amount of bias gets smaller.

Partial η2 (Partial eta-squared): Partial eta-squared describes the "proportion of total

variation attributable to the factor, partialling out (excluding) other factors from the total non

error variation" Partial eta squared is often higher than eta squared.

A statistically significant effect in ANOVA is often followed up with one or more different

follow-up tests. This can be done in order to assess which groups are different from which

other groups or to test various other focused hypotheses. Follow-up tests are often

distinguished in terms of whether they are planned (a priori) or post hoc. Planned tests are

determined before looking at the data and post hoc tests are performed after looking at the

data. Post hoc tests such as Tukey's range test most commonly compare every group mean

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with every other group mean and typically incorporate some method of controlling for Type I

errors. Comparisons, which are most commonly planned, can be either simple or compound.

12. What is Study designs and ANOVA?

There are several types of ANOVA. Many statisticians base ANOVA on the design of the

experiment,] especially on the protocol that specifies the random assignment of treatments to

subjects; the protocol's description of the assignment mechanism should include a

specification of the structure of the treatments and of any blocking. It is also common to

apply ANOVA to observational data using an appropriate statistical model.

Some popular designs use the following types of ANOVA:

One-way ANOVA is used to test for differences among two or more independent groups.

Different levels of urea application in a crop. Typically, however, the one-way ANOVA is

used to test for differences among at least three groups, since the two-group case can be

covered by a t-test. When there are only two means to compare, the t-test and the ANOVA

F-test are equivalent; the relation between ANOVA and t is given by F = t2. Factorial

ANOVA is used when the experimenter wants to study the interaction effects among the

treatments. Repeated measures ANOVA is used when the same subjects are used for each

treatment. Multivariate analysis of variance (MANOVA) is used when there is more than one

response variable.

13. What is Quality control?

It is a process by which entities review the quality of all factors involved in production. This

approach places an emphasis on three aspects. Elements such as controls, job management,

defined and well managed processes, performance and integrity criteria, and identification of

records Competence, such as knowledge, skills, experience, and qualifications Soft elements,

such personnel integrity, confidence, organizational culture, motivation, team spirit, and

quality relationships. The quality of the outputs is at risk if any of these three aspects is

deficient in any way. Quality control emphasizes testing of products to uncover defects, and

reporting to management who make the decision to allow or deny the release, whereas quality

assurance attempts to improve and stabilize production, and associated processes, to avoid, or

at least minimize, issues that led to the defects in the first place. For contract work,

particularly work awarded by government agencies, quality control issues are among the top

reasons for not renewing a contract.

14. What is total quality control?

Total quality control", also called total quality management, is an approach that extends

beyond ordinary statistical quality control techniques and quality improvement methods. It

implies a complete overview and re-evaluation of the specification of a product, rather than

just considering a more limited set of changeable features within an existing product. If the

original specification does not reflect the correct quality requirements, quality cannot be

inspected or manufactured into the product. For instance, the design of a pressure vessel

should include not only the material and dimensions, but also operating, environmental,

safety, reliability and maintainability requirements, and documentation of findings about

these requirement.

15. What is binomial distribution?

In probability theory and statistics, the binomial distribution is the discrete probability

distribution of the number of successes in a sequence of independent yes/no experiments,

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each of which yields success with probability. Such a success/failure experiment is also

called a Bernoulli experiment or Bernoulli trial; when n = 1, the binomial distribution is a

Bernoulli distribution. The Binomial distribution is n times repeated Bernoulli trial. The

binomial distribution is the basis for the popular binomial test of significance. The binomial

distribution is frequently used to model the number of successes in a sample of size n drawn

with replacement from a population of size N. If the sampling is carried out without

replacement, the draws are not independent and so the resulting distribution is a hyper

geometric distribution, not a binomial one. However, for N much larger than n, the binomial

distribution is a good approximation, and widely used.

16. What is Probability mass function?

In general, if the random variable K follows the binomial distribution with parameters n and

p, we write K ~ B(n, p). The probability of getting exactly k successes in n trials is given by

the probability mass function:

For k = 0, 1, 2... n, where

The binomial coefficient (hence the name of the distribution) "n choose k", also denoted C

(n, k), nCk, or nCk. The formula can be understood as follows: we want k successes (p

k) and

n − k failures (1 − p) n − k

. However, the k successes can occur anywhere among the n trials,

and there are C (n, k) different ways of distributing k successes in a sequence of n trials. In

creating reference tables for binomial distribution probability, usually the table is filled in up

to n/2 values. This is because for k > n/2, the probability can be calculated by its complement

as

So, one must look to a different k and a different p (the binomial is not symmetrical in

general). However, its behavior is not arbitrary. There is always an integer M that satisfies

As a function of k, the expression ƒ(k; n, p) is monotone increasing for k < M and monotone

decreasing for k > M, with the exception of the case where (n + 1)p is an integer. In this case,

there are two values for which ƒ is maximal: (n + 1)p and (n + 1)p − 1. M is the most

probable outcome of the Bernoulli trials and is called the mode. Note that the probability of it

occurring can be fairly small.

17. What is Cumulative distribution function?

The cumulative distribution function can be expressed as:

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Where is the "floor" under x, i.e. the greatest integer less than or equal to x.

It can also be represented in terms of the regularized incomplete beta function, as follows:

For k ≤ np, upper bounds for the lower tail of the distribution function can be derived. In

particular, Hoeffding's inequality yields the bound

And Chernoff's inequality can be used to derive the bound

Moreover, these bounds are reasonably tight when p = 1/2, since the following expression

holds for all k ≥ 3n/8

Mean and variance

If X ~ B(n, p) (that is, X is a binomially distributed random variable), then the expected value

of X is

And the variance is

This fact is easily proven as follows. Suppose first that we have a single Bernoulli trial. There

are two possible outcomes: 1 and 0, the first occurring with probability p and the second

having probability 1 − p. The expected value in this trial will be equal to μ = 1 · p + 0 · (1−p)

= p. The variance in this trial is calculated similarly: σ2 = (1−p)

2·p + (0−p)

2·(1−p) = p(1 − p).

The generic binomial distribution is a sum of n independent Bernoulli trials. The mean and

the variance of such distributions are equal to the sums of means and variances of each

individual trial:

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Mode and median

Usually the mode of a binomial B(n, p) distribution is equal to ⌊(n + 1)p⌋, where ⌊ ⌋ is the

floor function. However when (n + 1) p is an integer and p is neither 0 nor 1, then the

distribution has two modes: (n + 1)p and (n + 1)p − 1. When p is equal to 0 or 1, the mode

will be 0 and n correspondingly. These cases can be summarized as follows:

In general, there is no single formula to find the median for a binomial distribution, and it

may even be non-unique. However several special results have been established: If np is an

integer, then the mean, median, and mode coincide and equal np. Any median m must lie

within the interval ⌊np⌋ ≤ m ≤ ⌈np⌉.A median m cannot lie too far away from the mean: |m –

np | ≤ min { ln 2, max{p, 1 − p} }.The median is unique and equal to m = round (np) in cases

when either p ≤ 1 − ln 2 or p ≥ ln 2 or |m − np| ≤ min{p, 1 − p} except for the case when

p = ½ and n is odd).[4][5]

When p = 1/2 and n is odd, any number m in the interval

½(n − 1) ≤ m ≤ ½(n + 1) is a median of the binomial distribution. If p = 1/2 and n is even,

then m = n/2 is the unique median.

Covariance between two binomials

If two binomially distributed random variables X and Y are observed together, estimating

their covariance can be useful. Using the definition of covariance, in the case n = 1 we have

The first term is non-zero only when both X and Y are one, and μX and μY are equal to the two

probabilities. Defining pB as the probability of both happening at the same time, this gives

and for n such trials again due to independence

If X and Y are the same variable, this reduces to the variance formula given above.

Relationship to other distributions

Sums of binomials

If X ~ B (n, p) and Y ~ B (m, p) are independent binomial variables, then X + Y is again a

binomial variable; its distribution is

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Bernoulli distribution

The Bernoulli distribution is a special case of the binomial distribution, where n = 1.

Symbolically, X ~ B(1, p) has the same meaning as X ~ Bern(p). Conversely, any binomial

distribution, B(n, p), is the sum of n independent Bernoulli trials, Bern(p), each with the same

probability p.

18. Explain Poisson binomial distribution?

The binomial distribution is a special case of the Poisson binomial distribution, which is a

sum of n independent non-identical trials Bern (pi). If X has the Poisson binomial distribution

with p1 = … = pn =p then X ~ B(n, p).

Normal approximation

Binomial PDF and normal approximation for n = 6 and p = 0.5 If n is large enough, and then

the skew of the distribution is not too great. In this case, if a suitable continuity correction is

used, then an excellent approximation to B (n, p) is given by the normal distribution.

The approximation generally improves as n increases (at least 20) and is better when p is not

near to 0 or 1. Various rules of thumb may be used to decide whether n is large enough, and p

is far enough from the extremes of zero or one: The following is an example of applying a

continuity correction: Suppose one wishes to calculate Pr(X ≤ 8) for a binomial random

variable X. If Y has a distribution given by the normal approximation, then Pr(X ≤ 8) is

approximated by Pr(Y ≤ 8.5). The addition of 0.5 is the continuity correction; the uncorrected

normal approximation gives considerably less accurate results. This approximation, known as

de Moivre–Laplace theorem, it can be seen as a consequence of the central limit theorem

since B(n, p) is a sum of n independent, identically distributed Bernoulli variables with

parameter p. This fact is the basis of a hypothesis test, a "proportion z-test," for the value of p

using x/n, the sample proportion and estimator of p, in a common test statistic. For example,

suppose you randomly sample n people out of a large population and ask them whether they

agree with a certain statement. The proportion of people who agree will of course depend on

the sample. If you sampled groups of n people repeatedly and truly randomly, the proportions

would follow an approximate normal distribution with mean equal to the true proportion p of

agreement in the population and with standard deviation σ = (p(1 − p)/n)1/2

. Large sample

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sizesn are good because the standard deviation, as a proportion of the expected value, gets

smaller, which allows a more precise estimate of the unknown parameter p.

Poisson approximation

The binomial distribution converges towards the Poisson distribution as the number of trials

goes to infinity while the product np remains fixed. Therefore the Poisson distribution with

parameter λ = np can be used as an approximation to B (n, p) of the binomial distribution if n

is sufficiently large and p is sufficiently small. According to two rules of thumb, this

approximation is good if n ≥ 20 and p ≤ 0.05, or if n ≥ 100 and np ≤ 10.

19. What is chi Square method?

A chi-square test is any statistical hypothesis in which the sampling distribution of the test

statistic is a chi-square distribution when the null hypothesis is true, or any in which this is

asymptotically true, meaning that the sampling distribution (if the null hypothesis is true) can

be made to approximate a chi-square distribution as closely as desired by making the sample

size large enough. Some examples of chi-squared tests where the chi-square distribution is

only approximately valid:

Pearson's chi-square test, also known as the chi-square goodness-of-fit test or chi-square

test for independence. When mentioned without any modifiers or without other

precluding context, this test is usually understood (for an exact test used in place of χ2,

see Fisher's exact test).

Yates' chi-square test, also known as Yates' correction for continuity

Cochran–Mantel–Haenszel chi-square test.

Linear-by-linear association chi-square test.

The portmanteau test in time-series analysis, testing for the presence of autocorrelation

Likelihood-ratio tests in general statistical modelling, for testing whether there is

evidence of the need to move from a simple model to a more complicated one (where the

simple model is nested within the complicated one).

One case where the distribution of the test statistic is an exact chi-square distribution is the

test that the variance of a normally-distributed population has a given value based on a

sample variance. Such a test is uncommon in practice

20. What is the application of chi square method?

The chi-square distribution has numerous applications in inferential statistics, for instance in chi-

square tests and in estimating variances. It enters the problem of estimating the mean of a normally

distributed population and the problem of estimating the slope of a regression line via its role in

Student‘s t-distribution. It enters all analysis of variance problems via its role in the F-distribution,

which is the distribution of the ratio of two independent chi-squared random variables, each divided

by their respective degrees of freedom.

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QUESTION BANK FOR

HUMAN RESOURCE

MANAGEMENT

(02BT307)

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HUMAN RESOURCE MANAGEMENT

UNIT-1

PART-A Q1. Define human resource management. Ans. Human resource management is the planning, organizing, directing, and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and societal objectives are accomplished. Q2. State two objectives of HRM. Ans. a) To utilize the available human resources effectively. b) To increase to the fullest the employee’s job satisfaction and self-actualization. Q3. What is master-servant concept? Ans. At this stage, workers were no more than servants. A climate of ill-treatment, exploitation, follow-the-order, meager wages, absence of voice, rules, laws governing working conditions prevailed. ‘Hire and fire’ approach was used. Q4. What is commodity concept? Ans. Before industrial revolution, labour was treated as a commodity or slave. Employer did not think to give labour a human treatment. There were no fair wages, no healthy working conditions and no protection given to labour. Q5. “HR manager is a change agent.” Explain. Ans. He brings changes in the organization. He serves as an internal change agent to initiate improvements in personnel practices. He assists in introducing and implementing major institutional changes in the organization. He brings innovation in personnel activities. Q6. Do you think HR manager is a ‘functional expert’? How? Ans. Yes, he deals with the administrative practices that are central to what the HR department offers the organization ( recruitment, selection, payroll etc.) Q7. Describe two general responsibilities of HR manager. Ans. a) To develop the HR strategy as an integral part of the business strategy. b) To reorient the processes, priorities and skills of the HR department to facilitate and support the HR strategy as to value creation. Q8. What are the ‘leader’ and ‘educator’ roles of HR manager? Ans. As a leader-HR manager is basically concerned with people and groups of people. He presents his ideal behavior and sets his own example. He inspires his employees and motivates them towards better performance. As an educator-HR manager must be interested in learning and also in achieving growth. He provides opportunities for his employees to learn and to assimilate new ideas. He also reminds the management of their moral and ethical obligations towards employees. Q9. What is induction? Ans. To enable new recruits to perform their duties effectively, they are initiated in the organization and on the job.

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Q10. Explain the principle of ‘dignity of labour’. Ans. HRM should create a feeling of regard for ‘work’ among the employees. It should propagate such tenets as “Work is Worship”, “Each job is dignified” and “To be sincere in one’s duty”. Q11. What is welfare concept? Ans. To increase goodwill, employers adopted some welfare measures. Employers showed their willingness to improve the well being of workers. Hence, they provided some safety measures, health benefits, rest rooms, and medical care. Q12. What do you mean by human resource concept? Ans. According to this concept workers are regarded as the most valuable assets of an organization. Human resources are the key to success of the organization. Hence, these must be developed. Their psychological needs (social, esteem, recognition and self-actualization) are fulfilled. Q13. What is the scope of HRM? Ans. Specifically, the activities included are as follows:

Training and Development Organization/ Job Design Human Resource Planning Compensation and benefits

Q14. State two characteristics of human resource. Ans. a) HR function is concerned with the management of the human resources of an organization, in contrast to the material or financial resources. It is the task of bringing people and organizations together. b) It focuses on ‘action’ rather than on records or procedures. It solves personnel problems to achieve both organizational and employees personal goals. Q15. Explain the strategic function of HRM. Ans. HRM has linkages between the employment relationship and wider organizational strategies and corporate policies. It is essentially a strategically driven activity i.e. “HRM is about shaping and delivering corporate strategies with commitment and results”. Q16. Explain the HRM principle of individual development. Ans. A man has unlimited potential to grow. He must be developed to his fullest extent. If his capacity to work is not accentuated, the person may suffer from acrimony and his talent may be abated. To achieve this goal, proper training and guidance must be provided to employees. Q17. What is partner concept? Ans. Employees are accepted as partners in the progress of organization and community. Employer and employees become joint and co-entrepreneurs and managers in the organization. Better quality of working life is offered to employees. Q18. What is Functional Authority? Ans. The HR manager exercises functional control and authority to coordinate personnel activities. He acts as the “right arm of the top executive” to ensure that line managers are implementing the firm’s human resource policies and practices. Q19. What is the Liaison Man role of an HR manager? Ans. He coordinates the personnel activities of various departments. He serves as a connecting link. He acts as a “linking pin” between different departments of an organization.

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Q20. How is HR Manager a strategic partner? Ans. HR manager is a strategic partner in the strategy development process. He works with other top managers to formulate the company’s strategy as well as to execute it. PART-B Q21. Describe the various characteristics and facets of HRM. Ans. The following are the basic features and characteristics of HRM:

People oriented- HR function is concerned with the management of the human resources of an organization, in contrast to the material or financial resources. It is the task of bringing people and organizations together.

Human objective- The main object of HRM is to help employees to develop their potentialities and capacities to the full so that they can derive the greatest satisfaction from their work. It attempts at getting the willing cooperation of the people for the attainment of the desired goals.

Innovator role- As part of his service activities, the HR manager also carries out an “innovator” role. He performs it by providing “up-to-date information on current trends and new methods of solving problems.”

Action oriented- It focuses on ‘action’ rather than on records or procedures. It solves personnel problems to achieve both organizational and employees personal goals.

Q22. Explain the various principles of HRM. Ans. Human resource management has certain principles to guide the conduct of employees. These are as follows:

Principle of individual development- A man has unlimited potential to grow. He must be developed to his fullest extent. If his capacity to work is not accentuated, the person may suffer from acrimony and his talent may be abated. To achieve this goal, proper training and guidance must be provided to employees.

Principle of scientific selection- This principle states that the employees should be selected through proper tests and screening. The scientific analysis of the traits and abilities of the candidate must be made. His entire personality must be judged.

Principle of motivation- it is a basic principle of HRM. It is an act of stimulating someone to encourage a desired course of action. It refers to the degree of readiness of a man to pursue some goal. It is a direction, control and clarification of human behavior.

Principle of dignity of labour- HRM should create a feeling of regard for ‘work’ among the employees. It should propagate such tenets as “Work is Worship”, “Each job is dignified” and “To be sincere in one’s duty”.

Q23. What Does a Human Resources Manager, Generalist, or Director Do?

Ans. Human Resources Generalists, Managers, and Directors, depending on the size of the organization, may have overlapping responsibilities. In larger organizations, the Human Resources Generalist, the Manager, and the Director have clearly defined, separated roles in HR management with progressively more authority and responsibility in the hands of the Manager, the Director, and ultimately, the Vice President who may lead several departments including administration. HR directors, and occasionally HR managers, may head up several different departments that are each led by functional or specialized HR staff such as the training manager, the compensation manager, or the recruiting manager.

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Human Resources staff members are advocates for both the company and the people who work in the company. Consequently, a good HR professional performs a constant balancing act to meet both needs successfully.

Q24. What are the differences between Personnel Management and HRM? Ans. Personnel management is more administrative in nature, dealing with payroll, complying with employment law, and handling related tasks. Human resources, on the other hand, is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization. When a difference between personnel management and human resources is recognized, human resources is described as much broader in scope than personnel management. Human resources is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. A primary goal of human resources is to enable employees to work to a maximum level of efficiency. Personnel management can include administrative tasks that are both traditional and routine. It can be described as reactive, providing a response to demands and concerns as they are presented. By contrast, human resources involves ongoing strategies to manage and develop an organization's workforce. It is proactive, as it involves the continuous development of functions and policies for the purposes of improving a company's workforce. Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function. Personnel management is typically the sole responsibility of an organization's personnel department. With human resources, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel related tasks. As far as motivators are concerned, personnel management typically seeks to motivate employees with such things as compensation, bonuses, rewards, and the simplification of work responsibilities. From the personnel management point of view, employee satisfaction provides the motivation necessary to improve job performance. The opposite is true of human resources. Human resource management holds that improved performance leads to employee satisfaction. With human resources, work groups, effective strategies for meeting challenges, and job creativity are seen as the primary motivators.

Q25. Explain the nature of Human Resource Management. Ans. Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include: • It is pervasive in nature as it is present in all enterprises. • Its focus is on results rather than on rules. • It tries to help employees develop their potential fully. • It encourages employees to give their best to the organization. • It is all about people at work, both as individuals and groups. • It tries to put people on assigned jobs in order to produce good results. • It helps an organization meet its goals in the future by providing for competent and well-motivated employees. • It tries to build and maintain cordial relations between people working at various levels in the organization.

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• It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc. Q26. What is the scope of HRM? Ans. The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. Q27. What are the objectives of HRM? Ans. The various objectives of HRM are as follows: • To help the organization reach its goals. • To ensure effective utilization and maximum development of human resources. • To ensure respect for human beings. To identify and satisfy the needs of individuals. • To ensure reconciliation of individual goals with those of the organization. • To achieve and maintain high morale among employees. • To provide the organization with well-trained and well-motivated employees. • To increase to the fullest the employee's job satisfaction and self-actualization. • To develop and maintain a quality of work life. • To be ethically and socially responsive to the needs of society. • To develop overall personality of each employee in its multidimensional aspect. • To enhance employee's capabilities to perform the present job. • To equip the employees with precision and clarity in trans¬action of business. • To inculcate the sense of team spirit, team work and inter-team collaboration.

Q28. What are the various functions of HRM? Ans. In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing man¬power management in the organization 14. Potential Appraisal. Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life.

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UNIT-2

PART-A Q1. Define Human resource planning. Ans. Human resource planning is the process by which management ensures that it has the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. Q2. What do you mean by Layoffs? Ans. It is the plan to deal with surpluses. It is usually avoided by firms. However, employee layoff is done when there is an economic downturn. Layoffs have the potential of reducing productivity since surviving employees feel demotivated. Q3. Define Downsizing. Ans. It is the reduction in jobs based on a desire to operate more efficiently. In order to bridge the demand-supply gap in terms of both the number and type of employees, several companies have eliminated thousands of jobs. Q4. What is Delphi technique? Ans. In this technique, the experts do not meet face to face. The first step in the Delphi process is to develop an anonymous questionnaire that asks the experts for an opinion and the reasons why they hold that opinion. The results of this questionnaire are complied and returned to the experts, along with a second anonymous questionnaire. Q5. What is job analysis? Ans. Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. Q6. What is job description? Ans. Job description is a functional description of the contents what the job entails. Q7. What is job specification? Ans. Job specification focuses on the person i.e., the job holder. Job specification is a statement of the minimum levels of qualifications, skills, physical and other abilities and attributes. Q8. What is the use of job description? Ans. a) job grading and classification b) Placement and orientation of new employees. Q9. What is role analysis? Ans. A role consists of the total pattern of expected behavior. It includes interactions and sentiments of the jobholder. Q10. Define job enlargement. Ans. Job enlargement is expanding the scope of a job. It is a horizontal change generally involving the addition of one or more similar tasks to the individual job. Q11. What do you mean by job enrichment?

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Ans. Job enrichment refers to the vertical expansion of the jobs. It increase the degree to which the worker controls the planning, execution and evaluation of his work. Q12. What is the basic objective of job rotation? Ans. The basic objective of job rotation is to increase the skill and knowledge of the employee about related jobs. Q13. What do you mean by job diversity? Ans. job enlargement attacks the lack of diversity in over-specialized jobs. It increases job interest. For example, a clerk in an office who is doing the typing work only may also be assigned the tasks of drafting letters, etc. this will reduce his boredom. Q14. Define Recruitment. Ans. Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Q15. Name the internal sources of recruitment. Ans. Promotion, Transfer, past employees, dependents and Apprentice. Q16. What do you mean by selection? Ans. Selection is the process by which an organization choose from a list of screened applicants, the person or persons who best meet the selection criteria for the position available. Q17. What do you mean by intelligence test? Ans. Its aim at testing the mental capacity of a person with respect to reasoning, word fluency, numbers, memory, comprehension, picture arrangement, etc. it measures the ability to grasp, understand, reason and to make judgment. Q18. What is Preliminary interview? Ans. It is of quite short duration to see the worth of a candidate. Its object is the elimination of the obviously unqualified. In many instances, it is a stand-up interview conducted at a desk or railing. Q19. Explain situational tests. Ans. These combine aspects of both performance and personality testing. They are designed to observe how job applicants react to stressful but realistic real-life situations. Q20. What do you mean by depth interview? Ans. It is used to go into more detail on a particular subject of an important nature. For taking correct decision, candidate’s background and thinking are examined in detail. It makes exhaustive analysis. PART-B Q21. What is the importance of human resource planning in an organization? Ans. Following are other potential benefits of HRP:

Upper management has a better view of the HR dimensions of business decision. Personnel costs may be less because the management can anticipates imbalances before

they become unmanageable and expensive. More time is provided to locate talent Better opportunities exist to include women and minority groups in future growth plans. Better planning of assignments to develop managers can be done.

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Major and successful demands on local Labour markets can be made. Surplus or deficiency of employees strength is due to absence of planning.

Q22. What are the objectives of human resource planning? Ans. There are various objectives of HRP as follows:

Assessing manpower needs for future & making plans for recruitments & selection. Assessing skill requirement in future. Determining training & development needs of the organization. Anticipating surplus or shortage of staff & avoiding unnecessary detention or

dismissal. Controlling wages & salary casts. Ensuring optimum use of human resource in the organization. Helping the organization to cope with the technological development &

modernization. Ensuring higher labour productivity. Ensuring career planning of every employee of the organization & making

succession programmers. Q23. Explain the process of Human Resource Planning. Ans. Process of Human Resource Planning 1. Analyzing the Corporate Level Strategies: – Human Resource Planning should start with analyzing corporate level strategies which include expansion, diversification, mergers, acquisitions, reduction in operations, technology to be used, method of production etc. Therefore Human Resource Planning should begin with analyzing the corporate plans of the organization before setting out on fulfilling its tasks. 2. Demand forecasting: – Forecasting the overall human resource requirement in accordance with the organizational plans is one of the key aspects of demand forecasting. Forecasting of quality of human resources like skills, knowledge, values and capabilities needed in addition to quantity of human resources . 3. Analyzing Human Resource Supply: – Every organization has two sources of supply of Human Resources: Internal & External. Internally, human resources can be obtained for certain posts through promotions and transfers. Once the future internal supply is estimated, supply of external human resources is analyzed. 4. Estimating manpower gaps: – Manpower gaps can be identified by comparing demand and supply forecasts. Such comparison will reveal either deficit or surplus of Human Resources in the future. Employees estimated to be deficient can be trained while employees with higher, better skills may be given more enriched jobs. 5. Action Planning: – Once the manpower gaps are identified, plans are prepared to bridge these gaps. Plans to meet the surplus manpower may be redeployment in other departments and retrenchment. People may be persuaded to quit voluntarily through a golden handshake. Hence, the organization has to plan for retaining of existing employees. 6. Modify the Organizational plans: – If future supply of human resources form all the external sources is estimated to be inadequate or less than the requirement, the manpower planner has to suggest to the management regarding the alterations or modifications in the organizational plans. 7. Controlling and Review: – After the action plans are implemented, human resource structure and the processes should be controlled and reviewed with a view to keep them in accordance with action plans.

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Q24. What are the observations methods of job analysis?

Ans. OBSERVATION METHODS OF JOB ANALYSIS Methods of observation includes direct observation, work methods analysis, critical incident technique. 1. Direct observation Direct Observation is a method of job analysis to observe and record behavior / events / activities / tasks / duties while something is happening. 2. Work methods analysis Work methods analysis is used to describe manual and repetitive production jobs, such as factory or assembly-line jobs. Work methods analysis includes time and motion study and micro-motion analysis. 3. Critical incident technique (CIT model). Critical incident technique is a method of job analysis used to identify work behaviors that classify in good and poor performance. 4. INTERVIEW METHOD Interview method is a useful tool of job analysis to ask questions to both incumbents and supervisors in either an individual or a group setting. Interview includes structured Interviews, unstructured interview, open-ended questions. These are about 10 methods of interview such as: + group interview. + panel interview. + Stress interview.

Q25. What are the purpose of job analysis? Ans. Job Analysis plays an important role in recruitment and selection, job evaluation, job designing, deciding compensation and benefits packages, performance appraisal, analyzing training and development needs, assessing the worth of a job and increasing personnel as well as organizational productivity.

Recruitment and Selection: Job Analysis helps in determining what kind of person is required to perform a particular job. It points out the educational qualifications, level of experience and technical, physical, emotional and personal skills required to carry out a job in desired fashion. The objective is to fit a right person at a right place.

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Performance Analysis: Job analysis is done to check if goals and objectives of a particular job are met or not. It helps in deciding the performance standards, evaluation criteria and individual’s output. On this basis, the overall performance of an employee is measured and he or she is appraised accordingly. Training and Development: Job Analysis can be used to assess the training and development needs of employees. The difference between the expected and actual output determines the level of training that need to be imparted to employees. It also helps in deciding the training content, tools and equipments to be used to conduct training and methods of training. Compensation Management: Of course, job analysis plays a vital role in deciding the pay packages and extra perks and benefits and fixed and variable incentives of employees. After all, the pay package depends on the position, job title and duties and responsibilities involved in a job. The process guides HR managers in deciding the worth of an employee for a particular job opening. Job Designing and Redesigning: The main purpose of job analysis is to streamline the human efforts and get the best possible output. It helps in designing, redesigning, enriching, evaluating and also cutting back and adding the extra responsibilities in a particular job. This is done to enhance the employee satisfaction while increasing the human output. Q26. What Aspects of a Job Are Analyzed? Ans. Job Analysis should collect information on the following areas:

Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.

Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.

Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.

Relationships Supervision given and received. Relationships with internal or external people.

Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.

Q27. Differentiate between Recruitment and Selection. Ans. Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation.

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3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee. Q28. What are the merits and demerits of recruitment? Ans. MERITS OF RECRUITMENT 1.It leads to the preparation of the following before recruitment. - position description -position specifications -role of the job function -job responsibilities -job accountabilities -reporting to whom -who are reporting to the applicant -interactions with which departments -position in the organization structure 2.IT helps to determine for the applicant the requirements after the recruitment -induction -orientation -Job analysis -job Role/ -Job enrichment -Job rotation 3.IT helps to define of the applicant for -succession planning -talent management 4.IT helps to determine for the applicant programs for -training -education -development -management development -career planning /development. 5.IT helps to determine for the applicant -job evaluation - rewards -benefits 6.IT provides the input for HUMAN RESOURCE INFORMATION SYSTEM. 7.IT helps to meet the recruitment compliances like -equal opportunity guidelines -diversity guidelines etc 8.IT helps to select the BEST FIT for the organization 9. IT helps to generate a wider choice. 10.IT helps the organization to meet its strategic direction. DEMERITS ARE

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1. COST, it costs money to carry it out. 2. TIME, it takes time to carry it out.

UNIT-3 PART-A Q1. What do you mean by ‘Training’? Ans. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Q2. What is ‘development’ of human resources? Ans. Development includes both training to increase skill in performing a specific job and education to increase general knowledge and understanding of our total environment. Q3. What are the objectives of Training? Ans. a) To impart the new entrants the basic job knowledge and skill. b) To prepare employees for higher level tasks. Q4. What is refresher training? Ans. Refresher training is organized for existing employees for giving them training in latest developments in their jobs and technology. Q5. What is orientation training? Ans. This training provides new employees with information on such matters as company history, policies and procedures, pay and benefits, conditions of employment, safety practices, manufacturing processes and work rules. Q6. Explain the need of training. Ans. a) To increase productivity b) To improve quality of the product or service. Q7. What do you mean by ‘Training needs’? Ans. A training need is any shortfall in terms of employee knowledge, understanding, skill and attitudes against what is required by the job, or the demands of organizational change. Q8. Describe the various aspects of determining training needs. Ans. a) It diagnoses present problems and future challenges to be met through training and development. b) It can be used to enhance the effectiveness of diversity training programmes. Q9. Describe two benefits of on-the-job training. Ans. a) It motivates employees and make them productive. b) It is less expensive and consumes less time. The costs of a separate training facility and a full-time trainer are avoided. Q10. What do you mean by mentoring? Ans. In mentoring, a senior manager is paired with a more junior employee for the purpose of giving support, helping the employee learn the ropes, and for increasing responsibility. Hence, the mentor acts as an advisor and protector to the trainee.

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Q11. What is coaching? Ans. Coaching occurs between an employee and that person’s supervisor. It involves offering support and guidance where it is needed in a specific work activity. Q12. What do you mean by job rotation? Ans. This involves moving from one task to related tasks. It involves a series of assignments to different positions or departments for a specified period of time. Q13. What is Vestibule training? Ans. This training is conducted away from the actual work floor. Workers are trained on special machines in a separate location i.e. classrooms. Q14. Describe two benefits of lecture method. Ans. a) It is simple way off imparting knowledge to trainees. b) It requires less time. The trainer can present more material in a given amount of time than he can by any other method. Q15. What is Internship? Ans. In this method, students are given practical training while they study. Selected candidates carry on regular studies and they are also sent to factory or office during their vacations to get practical knowledge of their job. Q16. What is demonstration method of training? Ans. In this method, the trainer uses several examples and demonstrates the job to the trainee by performing it himself. These are often used with lectures, pictures, text materials, discussions, etc. Q17. Describe a few merits of Apprenticeship Programme. Ans. a) Trainees get some amount of stipend during training. b) The trainees acquire valuable skill which carries good demand in the market. c) it reduces production cost as labour turnover is very low. Q18. Describe ‘In-Basket Exercise’ method of training. Ans. This method is designed around the “incoming mail” of a manager. It involves simulation of a series of decisions a trainee might have to make in real life. A variety of decision situations are presented to trainee. Q19. What is tele-training? Ans. With tele-training, a trainer in a central location teaches groups of employees at remote locations via television hookups.

Q20. What do you mean by videoconferencing? Ans. This method allows people in one location to communicate live via a combination of audio and visual equipment with people in another city or country, or with groups in several cities. PART-B Q21. Explain the methods of training at work. Ans. On-the-job training - With on the job training, employees receive training whilst remaining in the workplace. The main methods of one-the-job training include:

Demonstration / instruction - showing the trainee how to do the job

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Coaching - a more intensive method of training that involves a close working relationship between an experienced employee and the trainee

Job rotation - where the trainee is given several jobs in succession, to gain experience of a wide range of activities (e.g. a graduate management trainee might spend periods in several different departments)

Projects - employees join a project team - which gives them exposure to other parts of the business and allow them to take part in new activities. Most successful project teams are "multi-disciplinary"

Off-the-job training - This occurs when employees are taken away from their place of work to be trained. Common methods of off-the-job training include:

Day release (employee takes time off work to attend a local college or training centre) Distance learning / evening classes Block release courses - which may involve several weeks at a local college Sandwich courses - where the employee spends a longer period of time at college (e.g. six

months) before returning to work Sponsored courses in higher education Self-study, computer-based training

Q22. How training program can be designed?

Ans. The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program. The trainer – Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers. The trainees – A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design.

Training climate – A good training climate comprises of ambience, tone, feelings, positive

perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong

but when the climate is unfavorable, almost everything goes wrong.

Trainees’ learning style – the learning style, age, experience, educational background of trainees

must be kept in mind in order to get the right pitch to the design of the program.

Training strategies – Once the training objective has been identified, the trainer translates it into

specific training areas and modules. The trainer prepares the priority list of about what must be

included, what could be included.

Training topics – After formulating a strategy, trainer decides upon the content to be delivered.

Trainers break the content into headings, topics, ad modules. These topics and modules are then

classified into information, knowledge, skills, and attitudes.

Sequence the contents – Contents are then sequenced in a following manner:

From simple to complex

Topics are arranged in terms of their relative importance

From known to unknown

From specific to general

Dependent relationship

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Q23. What is the role of a trainer in a company? Ans. The role of a trainer is to develop a competency and skill sets in an individual to perform his/her effectively and efficiently in the work place. The trainer should communicate to the trainees about what is expected out of training in a simple and professional way. The trainer plays a pivotal role from start to end of the training that includes the following:

Training plan Timing of different training sessions Choosing the relevant training methods Preparing the training materials and aids Conducting training sessions and Evaluating the post training session

Q24. What are the difference between Training and Development? Ans. Training and development are closely interrelated terms that aim to help in achieving the objectives of the company while at the same time increasing the efficiency and productivity of the employees. Though similar in a broader sense, there are many differences between training and development as follows:

Training of a new employee is an integral part of his induction and orientation. Training is imparted so that he understands his roles and responsibilities and learns to perform the tasks entrusted to him with ease and with efficiency. It is only after a brief training period that a new employee is able to perform his job at a satisfactory level. Training makes an employee more productive for the organization and is thus concerned with his immediate improvement.

Development of an employee is an ongoing process which continues well beyond training. The focus of development process is the person himself where the focus of training is the organization. Development concerns with making the employee efficient enough to handle critical situations in future. So while training concentrates on short term needs of the organization, development looks after long term goals of the organization.

Training often takes place in groups, and is an event that is variously called as workshops and seminars. However, training can also be one on one when a supervisor instructs a new employee on a machine. Sometimes a manager deliberately pairs up a new employee with an experienced one. This is done to make the new employee learn to do things correctly. This can be termed as employee development. Sometimes, a manager may entrust an employee the job that may not be a part of his duty but plays a part in his development.

Sometimes, development refers to techniques such as stress management, breathing exercises through Yoga and meditation that are not directly related with the production process of a company but play an important part in the development of the employee.

It is clear then that it is easy to see the tangible effects of a training program but difficult to quantify the benefits accruing to the company through employee development though it really helps employees to grow on a personal level. Q25. Discuss the importance of training. Ans. Importance of training are as follows:

Higher productivity – training improves employee performance. Trained employees use better methods of work, sound knowledge and good awareness of his goals. It results in increased quantity of work and output.

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Better quality of work life – training helps in standardizing the methods of work and right use of tools. Uniform work methods and procedures help to improve the quality of product or service.

Less learning time and cost – the training time and costs are reduced considerably by training. They need not waste their efforts in learning through trial and error.

Adaptability – training can help an employee to develop his ability to adapt to new work methods, new kinds of equipments, new contents of job and to new work relationships.

Job satisfaction – dissatisfactions, complaints, work tensions, fear, spoiled work, mental stress, frustration and absenteeism can be greatly reduced when employee are well-trained.

UNIT-4 PART-A Q1. Define job evaluation. Ans. Job evaluation is a process of determining the relative worth of the various jobs within the organization, so that differential wages may be paid to jobs of different worth. Q2. What is performance appraisal? Ans. Performance appraisal is the specific and formal evaluation of an employee to determine the degree to which the employee is performing his job effectively. Q3. What is the purpose of job evaluation? Ans. a) To have external and internal consistency in wage structure and to remove inequalities in wages. b) To solve wage and salary controversies. Q4. What is job grading method? Ans. In this, yardstick is provided in the form of job classes or grades. Jobs are measured as whole jobs. A scale of values is created with which jobs and their job descriptions can be compared. Q5. What is factor comparison method? Ans. Job evaluators rank jobs that have similar responsibilities and tasks according to points assigned to compensable factors. The evaluators then analyze jobs in the external labor market to establish the market rate for such factors. Jobs across the organization are then compared to the benchmark jobs according to the market rate of each job's compensable factors to determine job salaries. Q6. What is market comparison method? Ans. Job evaluators compare compensation for your organization's jobs to the market rate for similar jobs. This method requires accurate market-pricing surveys. Q7. What are the approaches in performance appraisal? Ans. Intuitive approach In this approach, a supervisor or manager judges the employee based on their perception of the employee's behavior. · Self-appraisal approach Employees evaluates their own performance using a common format. · Group approach the employee is evaluated by a group of persons. Q8. Define 360 degree appraisal. Ans. 360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with

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the employee and can provide valuable insights and information or feedback regarding the "on-the-job" performance of the employee. Q9. Discuss three criteria of performance appraisal. Ans. a) Reliability: a measure of performance must be consistent. b) Relevance: a measure of performance must be related to the actual output of an incumbent as logically as possible. c) Acceptability: the criterion should be deemed to be satisfactory or adequate by those who use it. Q10. Define the term ‘Health’. Ans. A state of complete physical, mental and social well-being and not merely the absence of disease or illness or infirmity. Q11. What is result appraisal? Ans. It focus on the record of outcomes that the person achieved on the job. These are work-oriented appraisals. Q12. What are the merits of graphic rating scale? Ans. a) Rating scales are less time-consuming to develop and administer. b) They allow many employees to be rated quickly. Q13. What is checklists? Ans. In the checklists, the evaluator uses a list of “behavioral descriptions” and ticks those behaviors that apply to the employee. Q14. What is Appraisal by objectives? Ans. Employees are evaluated by how well they accomplish a specific set of objectives that have been determined for their job. This method is also known as management by objectives. Q15. Define Assessment centre method. Ans. In this method, job-related characteristics are evaluated to determine employee potential for promotion. The evaluators prepare a summary report and feedback is also provided to the employees who ask for it. Q16. What are the characteristic of job evaluation? Ans. a) Job evaluation is a ranking of jobs, not people. b) It follows job analysis which provides data in respect of each job. Q17. State the merits of Factor Comparison method. Ans. a) It is a sophisticated and quantitative ranking method. b) There is no problem of translating points into monetary values. Q18. What are the demerits of Factor Comparison method? Ans. a) It is dependent on key jobs as anchor points. b) It requires proper training to use it. Q19. Describe the principles of job evaluation. Ans. a) The factors selected should be less in number. b) The job evaluation plan must be acceptable to employees.

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Q20. What do you mean by Social Security? Ans. Social security is the security that society furnishes through appropriate organization against certain risks to which its members are exposed. These risks are essentially contingencies of life which the individual of small means cannot effectively provide by his own ability, or foresight alone or even in private combination with his fellows. PART-B Q21. What is Ranking method of job evaluation? Explain its merits and demerits. Ans. Ranking jobs is the easiest, fastest, and least expensive approach to job evaluation. It is also most effective in smaller organizations with few job classifications. To rank positions, order jobs from highest to lowest based on their relative value to your organization. The process of job ranking typically assigns more value to jobs that require managerial or technical competencies. More value is also assigned to jobs that supervise, exercise decision-making authority, or rely on independent judgment. For example, a job-ranking system might rank the job of CEO as the most valued job within the organization and the job of product assembler as the least valued. Advantages Simplicity is the main advantage in using a ranking system. It is also easy to communicate the results to employees, and it is easy to understand. Disadvantages Ranking jobs is subjective. Jobs are evaluated, and their value and complexity are often assessed on the basis of opinion. Also, when creating a new job, existing jobs must be reranked to accommodate the the new position. Q22. What are the common purposes of job evaluation? Explain the factors affecting the job values? Ans. Common purposes of job evaluation include: a. Employment • Identify “families” of occupations, • Evaluate “fit” between candidates and job requirements, and • Develop career paths. • Identify skills and competencies needed for successful performance, b. Pay administration • Define key responsibilities and skills to aid in conducting salary surveys, and • Assign jobs to a grade structure. • Develop a grade structure and pay ranges, c. Internal equity • Determine whether different jobs have comparable requirements and responsibilities, and • Ensure compliance with the Equal Pay Factors affecting the job values a. Market rates - It can be said that a job is worth what the market says it is worth. Retaining people will be very difficult if their rates of pay are not kept in line with those prevailing in the local and national labor markets. b. Negotiated pay scales - The negotiated rates will be influenced by the market rates, the relative strength of the employers and the unions, the economic situation, legislation, and government anti-inflationary pay regulations. c. Internal relativities and equity - They should aim to achieve equity in the sense that individuals should feel that their rewards are in balance both with their own output in the shape of effort, skill and contribution, and with the rewards received by others in relation to their output.

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Q23. What are the basic principles of job evaluation? Ans. Some Principles of Job Evaluation

Clearly defined and identifiable jobs must exist. These jobs will be accurately described in an agreed job description.

All jobs in an organisation will be evaluated using an agreed job evaluation scheme. Job evaluators will need to gain a thorough understanding of the job Job evaluation is concerned with jobs, not people. It is not the person that is being

evaluated. The job is assessed as if it were being carried out in a fully competent and acceptable

manner. Job evaluation is based on judgement and is not scientific. However if applied correctly it

can enable objective judgements to be made. It is possible to make a judgement about a job's contribution relative to other jobs in an

organisation. The real test of the evaluation results is their acceptability to all participants. Job evaluation can aid organisational problem solving as it highlights duplication of tasks

and gaps between jobs and functions. Q24. What are the components of employee remuneration? Ans. They are as follows: Annual salary – based on conditions in the relevant geographic market, with provision to recognize, in addition, the value of an individual’s sustained personal performance, resulting from their ability and experience. Annual bonus – a lump-sum payment related to the targeted achievement of corporate, functional and individual goals, measured over a year and contained within a specific plan. The corporate goals are derived from the annual financial targets set by the Board and take into account external expectations of performance. The functional goals are agreed by the Remuneration Committee at the start of, and are monitored throughout, the year. Bonuses are not pensionable. Benefits (such as healthcare) – cost-effective and compatible with relevant welfare arrangements. Short-term bonus – a lump-sum payment related to the targeted achievement of corporate, functional and individual goals, measured over a year and contained within a specific plan. The corporate goals are derived from the annual financial targets set by the Board and take into account external expectations of performance. The functional goals are agreed by the Remuneration Committee at the start of, and are monitored throughout, the year. Bonuses are not pensionable. Individual goals are based on annual objectives which are linked to functional goals. Share participation – various plans provide the opportunity for employees to take a personal stake in the Company’s wealth creation as shareholders. Q25. What are the Uses of an appraisal system? Ans. A properly designed performance appraisal system can :

help each employee understand more about their role and become clear about their functions;

be instrumental in helping employees to better understand their strengths and weaknesses with respect to their role and functions in the organization;

help in identifying the developmental needs of employees, given their role and function; increase mutuality between employees and their supervisors so that every employee

feels happy to work with their supervisor and thereby contributes their maximum to the organization;

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act as a mechanism for increasing communication between employees and their supervisors. In this way, each employee gets to know the expectations of their superior, and each superior also gets to know the difficulties of their subordinates and can try to solve them. Together, they can thus better accomplish their tasks;

provide an opportunity to each employee for self-reflection and individual goal-setting, so that individually planned and monitored development takes place;

help employees internalize the culture, norms and values of the organization, thus developing an identity and commitment throughout the organization;

help prepare employees for higher responsibilities in the future by continuously reinforcing the development of the behavior and qualities required for higher-level positions in the organization;

be instrumental in creating a positive and healthy climate in the organization that drives employees to give their best while enjoying doing so; and

assist in a variety of personnel decisions by periodically generating data regarding each employee.

Q26. What is 360 degree appraisal technique? Explain.

Ans. 360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal where the feedback about the employees’ performance comes from all the sources that come in contact with the employee on his job. this method is being used in the (MARUTHI SUZUKI and HCL)

360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the “on-the-job” performance of the employee.360 degree appraisal has four integral components: 1. Self appraisal 2. Superior’s appraisal 3. Subordinate’s appraisal 4. Peer appraisal. Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his achievements, and judge his own performance. Superior’s appraisal forms the traditional part of the 360 degree appraisal where the employees’ responsibilities and actual performance is rated by the superior. Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superior’s ability to delegate the work, leadership qualities etc. Also known as internal customers, the correct feedback given by peers can help to find employees’ abilities to work in a team, co-operation and sensitivity towards others.

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Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degree Performance appraisal have high employee involvement and also have the strongest impact on behavior and performance. It provides a "360-degree review" of the employees’ performance and is considered to be one of the most credible performance appraisal methods. 360 degree appraisal is also a powerful developmental tool because when conducted at regular intervals (say yearly) it helps to keep a track of the changes others’ perceptions about the employees. A 360 degree appraisal is generally found more suitable for the managers as it helps to assess their leadership and managing styles. This technique is being effectively used across the globe for performance appraisals. Some of the organizations following it are Wipro, Infosys, and Reliance Industries etc. Q27. What are the Traditional methods of Performance appraisal? Ans. 1. ESSAY APPRAISAL METHOD - This traditional form of appraisal, also known as “Free Form method" involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator. 2. STRAIGHT RANKING METHOD -This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation. 3. PAIRED COMPARISON A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings. 4. CRITICAL INCIDENTS METHODS -In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. The drawback of this method is that the supervisor has to note down the critical incidents and the employee behavior as and when they occur. 5. FIELD REVIEW-In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors’ personal bias. 6. CHECKLIST METHOD The rate is given a checklist of the descriptions of the behavior of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees. 7. GRAPHIC RATING SCALE -In this method, an employee’s quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. The factors taken into consideration include both the personal characteristics and characteristics related to the on the job performance of the employees. For example a trait like Job Knowledge may be judged on the range of average, above average, outstanding or unsatisfactory. 8. FORCED DISTRIBUTION -To eliminate the element of bias from the rater’s ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion. Q28. Explain the modern methods of performance appraisal.

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Ans. ASSESSMENT CENTRES -An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Generally, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics. The major competencies that are judged in assessment centers are interpersonal skills, intellectual capability, planning and organizing capabilities, motivation, career orientation etc. assessment centers are also an effective way to determine the training and development needs of the targeted employees. BEHAVIORALLY ANCHORED RATING SCALES Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad . These statements are developed from critical incidents. In this method, an employee’s actual job behavior is judged against the desired behavior by recording and comparing the behaviour with BARS. Developing and practicing BARS requires expert knowledge. HUMAN RESOURCE ACCOUNTING METHOD - Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the Performance of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them.

UNIT-5 PART-A Q1 What is Strategic Human Resource Management? Ans. This is the step-by-step plan of action by which an organization employs, utilizes or manages, develops, and deploys its human resources in order to attain its defined corporate mission and objectives. Q2. What are the Benefits of a Strategic Approach to HR? Ans. * Facilitates development of high-quality workforce through focus on types of people and skills needed * Facilitates cost-effective utilization of labor, particularly in service industries where labor is generally greatest cost * Successful SHRM efforts begin with identification of strategic needs Q3. Define human capital. Ans. The set of skills which an employee acquires on the job, through training and experience, and which increase that employee's value in the marketplace.

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Q4. What is Emotional Quotient? Ans. Emotional Quotient (EQ) refers to an employee’s ability and understanding of his or her emotions along with his or her colleagues’ emotions at the workplace to create better work coordination and environment. Q5. Define mentoring. Ans. Mentoring is a tool that organizations can use to nurture and grow their people. It can be an informal practice or a formal program. Q6. State the qualities of a good leader or a manager. Ans. a) Be able to think creatively to provide a vision for the company and solve problems b) Be calm under pressure and make clear decisions c) Possess excellent two-way communication skills d) Have the desire to achieve great things Q7. What are the merits of paternalistic approach? Ans. a) More two-way communication so motivating b) Workers feel their social needs are being met Q8. Explain the demerits of paternalistic approach. Ans. a) Slows down decision making b) Still quite a dictatorial or autocratic style of management Q9. What is autocratic management style? Ans. Senior managers take all the important decisions with no involvement from workers. Q10. Define paternalistic management style. Ans. Managers make decisions in best interests of workers after consultation. PART-B Q11. Explain the role of HR in strategic planning. Ans. Here are some reasons to include HR in the planning process: 1. Selection and Staffing: When goals are set, it’s people who work to fulfill those goals. Having the right people in the right places is vital, and if new hiring is to occur, finding the right people is equally vital. HR folks are usually on top of the employee market, and decisions will be more effective if HR knows firsthand the clear direction of the company. They can immediately speak to any potential conflicts between what a company wants and what is truly realistic in HR terms, thus helping ensure the plans are workable right from the start. 2. Organizational Development: Strategic planning often encompasses change in workplace systems or processes. Although individual departments are likely aware of the status of their own departments, HR folks are often aware of group initiatives and changes that has occurred company-wide. Accordingly, they will be able to speak to OD issues with unique insights on how changes may impact systems and processes already in place. 3. Training & Development: Research shows that only 20% of the workforce has the skills that will be required ten years from now. That means training and development are guaranteed to be needed at some point of the strategic growth process. Again, HRD folks will be able to speak instantly to any issues, and possibly provide input that could help a company achieve its goals faster.

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Q12. What are the steps which are helpful for developing and increase Emotional Quotient? Ans. 1. Focus your attention on where you feel those lower emotional feelings in your body – focus on how you are feeling that emotion. 2. Once you have identified the lower emotion and are connected with it, purposefully relax and begin to take slow and deep breaths. If it helps, you can imagine the air that you inhale as pure, peaceful, white energy, and as you exhale, imagine your lower emotions releasing with each breath, leaving only the pure, peaceful, white energy inside you. 3. As you continue to breathe deeply, and find yourself beginning to relax, try to understand the true reasons for feeling as you do. 4. Once you have identified the true cause for your feelings, look at the situation through the eyes of the other person, try to understand how they are feeling and where they are coming from based on your actions. Q13. What are the assumptions of mentoring program? Ans. Deliberate learning is the cornerstone. The mentor's job is to promote intentional learning, which includes capacity building through methods such as instructing, coaching, providing experiences, modeling and advising. Both failure and success are powerful teachers. Mentors, as leaders of a learning experience, certainly need to share their "how to do it so it comes out right" stories. They also need to share their experiences of failure, i.e., "how I did it wrong". Both types of stories are powerful lessons that provide valuable opportunities for analyzing individual and organizational realities. Leader need to tell their stories. Personal scenarios, anecdotes and case examples, because they offer valuable, often unforgettable insight, must be shared. Mentors who can talk about themselves and their experiences establish a rapport that makes them "learning leaders." Development matures over time. Mentoring -- when it works -- taps into continuous learning that is not an event, or even a string of discrete events. Rather, it is the synthesis of ongoing event, experiences, observation, studies, and thoughtful analyses. Mentoring is a joint venture. Successful mentoring means sharing responsibility for learning. Regardless of the facilities, the subject matter, the timing, and all other variables. Successful mentoring begins with setting a contract for learning around which the mentor, the protégé, and their respective line managers are aligned. Q14. Explain paternalistic approach in detail. Ans. Paternalistic managers give more attention to the social needs and views of their workers. Managers are interested in how happy workers feel and in many ways they act as a father figure (pater means father in Latin). They consult employees over issues and listen to their feedback or opinions. The manager will however make the actual decisions (in the best interests of the workers) as they believe the staff still needs direction and in this way it is still somewhat of an autocratic approach. The style is closely linked with Mayo’s Human Relation view of motivation and also the social needs of Maslow. Q15. Discuss the model of strategic management process. Ans. The strategic management process is typically broken down into five steps: 1. mission and goals 2. environmental analysis 3. strategic formulation 4. strategy implementation

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5. strategy evaluation. The first step in the strategic management model begins with senior managers evaluating their position in relation to the organization’s current mission and goals. The mission describes the organization’s values and aspirations; it is the organization’s raison d’être and indicates the direction in which senior management is going. Goals are the desired ends sought through the actual operating procedures of the organization and typically describe short-term measurable outcomes. Environmental analysis looks at the internal organizational strengths and weak- The factors that are most important to the organization’s future are referred to as strategic factors and can be summarized by the acronym SWOT – Strengths, Weaknesses, Opportunities and Threats. Strategic formulation involves senior managers evaluating the interaction between strategic factors and making strategic choices that guide managers to meet the organization’s goals. Some strategies are formulated at the corporate, business and specific Functional levels. Strategy implementation is an area of activity that focuses on the techniques used by managers to implement their strategies. In particular, it refers to activities that deal with leadership style, the structure of the organization, the information and control systems, and the management of human Strategy evaluation is an activity that determines to what extent the actual change and performance match the desired change and performance. The strategic management model depicts the five major activities as forming a rational and linear process. Q16. Explain the corporate level strategy. Ans. Corporate-level strategy describes a corporation’s overall direction in terms of its general philosophy towards the growth and the management of its various business units. Such strategies determine the types of business a corporation wants to be involved in and what business units should be acquired, modified or sold. This strategy addresses the question, ‘What business are we in?’ Devising a strategy for a Multidivisional company involves at least four types of initiative:

establishing investment priorities and steering corporate resources into the most attractive business units

initiating actions to improve the combined performance of those business units with which the corporation first became involved

finding ways to improve the synergy between related business units in order to increase performance

making decisions dealing with diversification. Q17. What are the Dimensions of strategic human resource management? Ans. In addition to focusing on the validity of the matching SHRM model and typologies of HR strategy, a number of important themes associated with the notion of SHRM that are discussed briefly here and, with the exception of leadership, These are:

HR practices and performance re-engineering organizations and work leadership workplace learning trade unions